린 6시그마(Lean Six Sigma)도입을 위한 통합방법론에 관한 연구

한한수 ( Han Soo Han ) 아시아.유럽미래학회 2006 유라시아연구 Vol.3 No.1

Six Sigma and Lean are the deferent method of management innovation in the approach method. And so it is important to integrate Lean and Six Sigma. In above original text saying, No man know the fact that SAMSUNG run after the Lean and Six Sigma is the Lean Six Sigma. This is the reason that two methods are pursue separately in physic. If two methods integrate chemically the fact that SAMSUNG run after can say Lean Six Sigma. It is a subject of companies how those are integrated. Six Sigma, technique that organized so as to expanse innovation method of quality, is not enough to seek the development, but is knew that Lean can fill a vacancy. By the way, the concept of Lean and Six Sigma never be opposed to each other. However the foreign enterprise induce to put practical use the Lean Six Sigma in company. In future, the enterprise will be induce the lean six sigma so as to does not fall behind. When we construct the lean six sigma, we shall learn an instance of foreign enterprise and need steady efforts for construction of suitable system in our country.

조직변화의 성공요인에 관한 연구

우형록(Hyung-Rok Woo),한정화(Jung-Wha Han) 한국인사조직학회 2013 인사조직연구 Vol.21 No.2

최근 10여 년 동안 서구 선진기업은 물론 국내 기업에 가장 광범위하게 도입된 경영관리기법은 6시그마이다. 하지만 6시그마 연구의 다수가 현상을 기술하는데 머물고 있으며 학문적 의미와 조직성과에 미치는 영향을 이론적으로 접근하려는 시도는 빈약한 실정이다. 이에 본 연구는 6시그마가 성공적으로 실행되는 과정과 조직성과에 미치는 영향을 탐구하여 성공모델을 제시하고, 각 성공요인의 의미를 경영학 이론으로 재해석하였다. 본 연구는 6시그마를 도입했던 19개 대상 기업을 선정하고 다중사례연구를 실시하여 최고경영진의 몰입, 톨게이트 점검, 벨트조직 운영이라는 요인으로 구성된 성공모델을 도출하였고, 각 성공요인에 대한 경영학적 의미를 조직변화준비, 조직통제, 병렬학습조직의 관점에서 해석하였다. 지금까지 많은 기업들이 6시그마를 경험하였지만 그 효과와 평판은 아직도 찬사와 부정이 혼재되어 있다. 하지만 과학적인 검증 없이 6시그마를 일시적인 유행으로 치부해 버리거나 만병통치약으로 맹신하는 것은 무익하다. 이런 측면에서 본 연구의 의의를 세 가지로 요약할 수 있다. 첫째, 6시그마의 성패는 도입여부가 결정하는 것이 아니라 어떻게 실행하느냐가 관건이라는 점을 성공모델로 규명한 것이다. 둘째, 실무적 현상이던 6시그마에 경영학적 의미를 부여함으로써 향후 이론화 작업의 토대를 제시한 것이다. 마지막으로 6시그마 또는 여타 경영관리기법을 도입하려는 기업들에게 성공적 실행을 위한 실무적 시사점을 제시한 것이다. In today’s dynamic and turbulent business environment, organizations need to be adaptable in order to survive. Over the last ten years, numerous firms have embraced the need for change armed with new initiatives and change management strategies. But the startling truth is that between 70~80% of all change initiatives fail. Managers face the dilemma of needing to implement change yet with an increasing awareness of the limited prospect for success. During this same period many change-minded, high profile global and Korean organizations have chosen to implement Six Sigma change initiatives. Six Sigma programs typically have a quantifiable quality focus, but may also aim to improve processes, increase organizational learning, satisfy customers, and improve the bottom line. Therefore, the authors have chosen to analyze the general causes of change initiative failure through the specific lens of Six Sigma as implemented in 19 Korean firms. Six Sigma has become one of the most recognized of management techniques. Literally speaking, Six Sigma means the quality goal of improving processes to below 3.4 DPMO (defects per million opportunities). Moreover, Six Sigma uses a project-based approach to organizational change, and includes specific protocols for communications and particular nomenclature for identifying the role and hierarchical status of change program participants. Although there are many practitioner-driven books and writings on Six Sigma, academic literature on this important topic is limited. Moreover, since the available studies on Six Sigma effectiveness depend on the self-reported surveys of participants or on collated data from internal company reports, the conclusions must necessarily be limited. To address this gap in the literature and rigorously research Six Sigma effects, we first surveyed relevant academic management theories and drew up a theoretical framework upon which to base our analysis. We then examined the performance impacts of Six Sigma on 19 case study firms – 8 worst case and 11 best case implementations – using theoretical replication, and identified the critical success factors for implementation. The results reveal several common success factors: commitment of the top management team, implementation of Six Sigma tollgate reviews, and implementation of a Six Sigma belt system. Each success factor was interpreted by the authors in terms of organizational change readiness, organizational control, and parallel learning structure. In addition, the success factors had the significant correlation with two organizational characteristics such as organizational scale and financial slack. The result of study can be summarized as follows. It was most critical for successful Six Sigma implementation that the top management team should play the role of change messenger who could consistently share the messages for organizational change readiness with employees (Self & Schraeder, 2009). The messages were evaluated according to discrepancy (is the change necessary?), appropriateness (is the change being introduced the right change to make?), principal support (are key organizational members supportive of the change?), and valence (what is in it for me if we change?). We found that the messages were observed as specific change initiative activities: linkage Six Sigma to business strategy, resolving the conflict with other change programs, linkage Six Sigma to human resources management, and understanding philosophy and methodology within Six Sigma. Also, these activities had the influence upon tollgate reviews and belt system. The five core stages of the Six Sigma approach are Define, Measure, Analyze, Improve, and Control (DMAIC). In Six Sigma, “tollgate reviews” are conducted at the end of the major DMAIC stages and are periodic project reviews in order to address specific project milestones.

TPM과 Six Sigma의 연계 방안

유정상 경원전문대학 2001 論文集 Vol.23 No.-

TPM(Total Productive Maintenance) is a management methodology that allows companies to reduce costs, increase profits and efficiency, while improving the workplace morale. TPM addresses the entire company and production cycle to create real results that yield tangible as well as intangible effects. TPM is based on the ideas of optimizing equipment effectiveness, achieving Zero in terms of operational losses, equipment breakdowns, accidents, etc., involving commitment throughout an organization. While, Six Sigma Systems is a leading provider of six sigma and lean manufacturing implementation services. Six Sigma Systems is regarded as having some of the most innovative and complete programs for improving business performance. Our approach draws from the philosophies and tools of six sigma and lean manufacturing. We integrate these into a framework that focuses on appropriate use of tools and resources to drive breakthrough business results. Six Sigma's goal is to help companies create a culture focused on constant process improvement through the application of innovative problem-solving skills. Six Sigma Systems has developed some of the most innovative approaches available for integrating and applying these tools successfully. In this paper, the combination method of TPM and Six Sigma Systems is presented that allows companies to improve efficiently. This approach allows us to transform our company into the World Class facility we must be to stay competitive.

정량적 식스 시그마 프로젝트 관리를 위한 프레임워크와 도구

박현철(Hyuncheol Park),류호연(Hoyeon Ryu),백종문(Jongmoon Baik) 한국정보과학회 2008 정보과학회논문지 : 소프트웨어 및 응용 Vol.35 No.4

식스 시그마는 80년대 중반에 처음 등장한 이래 각종 제조업, 금융이나 공공기관 같은 서비스업 등의 다양한 산업 분야에서 활용되어 오면서 무수한 성공사례를 통해 그 능력과 가치를 입증해 온 품질 혁신 활동이다. 최근에는 소프트웨어 개발 및 품질 보증에서도 식스 시그마를 활용하기 위한 연구가 활발히 이루어지고 있다. 그러나 식스 시그마의 활발한 도입 및 활용에도 불구하고 식스 시그마 프로젝트의 수행을 지원하는 소프트웨어 도구는 많지 않다. 이러한 이유로 정량적인 식스 시그마 프로젝트 관리에 대한 필요성이 제기되게 되었고, 식스 시그마 프로젝트의 전체 프로세스에 걸친 통합적인 식스 시그마 프로젝트에 대한 측정 및 분석, 측정 및 분석결과에 대한 저장 및 리포팅 기능을 지원하는 프레임워크나 도구가 필요하다. 본 논문에서는 이러한 기능들을 지원하는 정량적인 식스 시그마 프로젝트 관리 프레임워크를 제안하고, 이 프레임워크에 기반하여 개발이 진행 중인 식스 시그마 프로젝트 지원도구에 대해 소개한다. 이를 통해 식스 시그마 프로젝트를 수행하는 조직이나 사용자는 정량적인 프레임워크와 도구의 사용에 바탕을 둔 식스 시그마 프로젝트의 관리를 통해 식스 시그마 프로젝트의 정량화, 체계화, 통합화라는 이득을 얻을 수 있을 것이다. Since the advent of Six Sigma in 1980’s, Six Sigma is widely used in various industry areas, such as manufacturing, financial, government, and service, and proves its innovation ability and value by providing lots of success stories. Several researches have been conducted to adopt Six Sigma for Software Development and Software Quality Assurance-Software Six Sigma. Although the wide use of Six Sigma, there is no software tool to support the execution of Six Sigma Project. For this reason, the Quantitative Six Sigma Project Management is required to support for measuring and analyzing Six Sigma Projects, storing and reporting the results from Six Sigma Projects, and managing Six Sigma Projects through the whole process of , DMAIC or DMADV. In this paper, we introduce the design and implementation of a Quantitative Six Sigma Project Management Framework and Tool. The execution of Six Sigma Project based on Six Sigma Project Management Tool benefits the quantification, the systematization, and the integration.

6시그마 도입이 재무적 성과에 미치는 영향에 관한 연구

강호영,박현일 한국회계정보학회 2011 재무와회계정보저널 Vol.11 No.1

This research thesis analyzed how the introduction of ‘Six Sigma’ will influence corporate financial performance in the manufacturing process. To do it, financial performance was measured according to ratio of ‘sale growth’, ‘gross profit to net sales’, and ‘net income to net sales’. Also, this thesis made a comparative analysis of the difference in financial performance between the two corporation groups for and against the introduction of ‘Six Sigma. The analytic result showed there has had not the significant difference between the two corporation groups. Rather, corporation group in the absence of the introduction of ‘Six Sigma’ has accounted for the higher ratio of ‘gross profit to net sales’ compared with the corporation group in the presence of the introduction of it. The above-stated result might prove, given that even corporation group without the introduction of ‘Six Sigma’ has sought to enhance quality and profitability through different ‘quality control’ techniques or mechanisms. Subsequently, this research thesis conducted multi regression analysis to study effects of the term of introduction of ‘Six Sigma’ on financial performance. The term of introduction of ‘Six Sigma’ showed the positive and significant effects on ratio of ‘sale growth’ and ‘gross profit to net sales’. This evidences the longer the term of introduction of ‘Six Sigma’ becomes, the more solid ‘Six Sigma’ appropriate for corporations becomes established through a lot of trials and errors, and finally, contributes to improving corporate financial performance. In conclusion, the mere introduction of ‘Six Sigma’ cannot serve as the panacea to heighten corporate financial performance. In order to achieve the successful corporate ‘Six Sigma’, business managers will wrestle with developing ‘Six Sigma’ without cease. 본 연구에서는 제조업에서 6시그마 도입이 기업의 재무적 성과에 미치는 영향에 대해서 연구하였다. 재무적 성과는 매출액 성장률, 매출총이익률, 매출순이익률을 설정하였다. 6시그마를 도입한 기업과 도입하지 않은 기업 간에 재무적 성과차이를 분석한 결과, 유의한 차이는 확인할 수 없었으며, 오히려 도입하지 않은 기업에서 매출총이익률이 더 높게 나타났다. 이는 6시그마를 도입하지 않은 기업도 다른 품질관리기법 등을 이용해 품질 및 수익성을 향상시키려는 노력을 하고 있기 때문이라고 판단된다. 다음으로 6시그마 도입기간이 재무적 성과에 미치는 영향을 다중 회귀분석을 통해 분석하였다. 6시그마의 도입기간은 매출액 성장률과 매출순이익률에 유의한 정(+)의 영향을 미치는 것으로 나타났는데, 이는 6시그마의 도입기간이 오래되면 수많은 시행착오를 통해 기업에 적합한 6시그마 프로세스가 정착되어 기업의 재무적 성과를 개선시키는 것으로 볼 수 있다. 이상의 연구결과를 종합해보면, 6시그마의 도입자체가 기업에 재무적 성과의 향상과 연결되지는 않으므로, 6시그마가 기업내에 성공적으로 정착되기 위해 경영자는 꾸준히 6시그마를 유지하면서 많은 노력을 경주해야 할 것으로 보인다.

기업규모별 6시그마 성공요인의 영향에 관한 연구

김금숙(Kum-Sook Kim) 한국산업경영학회 2009 경영연구 Vol.24 No.3

본 연구는 치열한 국제경쟁에서 기업들이 생존전략 차원에서 최근 많이 적용하고 있는 6시그마 성공요인에 관한 연구이다. 국내 소개된 지 10년 이상이 흐른 지금까지 대기업을 중심으로 급속확산되어 엄청난 성과를 올린 것과는 대조적으로 중소기업에서는 기대한 만큼의 성과를 내지 못하고 있어 이에 대한 회의적인 시각이 있다는 점에 초점을 두고 연구가 시도되었다. 본고의 연구목적은 6시그마 실행에 관한 기존연구 검토와 실무전문가의 면담을 통하여 6시그마 성공요인에 관한 연구모형을 개발하고, 이의 검증을 위하여 구미공단 전자업체를 대상으로 설문조사를 실시하여 실증분석하고자 한다. 특히, 6시그마 성공요인이 기업규모별로 어떠한 차이가 있는지를 규명하는데 연구초점이 있다. 본고에서는 6시그마의 성공적 실행을 위한 주요요인으로 최고경영층의 관심과 지원, 벨트능력과 수준, 교육훈련, 지원시스템, 고객중심경영, 업무통합과 표준화의 6가지 요인을 제시하였다. 실증분석 결과 대기업과 중소기업에 있어서 6시그마 성공요인이 6시그마 적용성과에 미치는 영향요인이 서로 다르다는 것을 확인하였다. 따라서 본 연구 결과는 대기업과 중소기업에 있어서 6시그마 적용기간과 적용단계 뿐 아니라 사내 인프라가 상이함에 따라 각각 어떠한 요인에 중점을 두고 6시그마 적용을 추진해야 할 것인가에 대한 지침을 제시해 줄 것이다. Six sigma has been adapted by many world-class companies since Motorola developed dramatic and systematic innovation tool in the mid-1980s. Recently, Six Sigma has been established as an important surviving strategy for achieving competitive advantage and considered as a quality improvement initiative that has gained popularity and acceptance in many industries over the world wide. Most of all, Six Sigma is a means for process improvement and is a business strategy which helps in financial benefits, productivity, and customer satisfaction. Actually, many successful cases were reported and most of domestic companies achieved various benefits from applying Six Sigma. But, such successes are not always guaranteed. It's because there are some limitations of applying Six Sigma in small and medium-sized companies. The aim of this paper is to provide literature review on the application of Six Sigma and investigate the relationship between success factors of Six Sigma and performance. Specially, this paper focused on differential influence on CSF of Six Sigma to company size. To accomplish of this purpose, empirical data was collected from electronic companies in Gumi industrial complex. This paper reveals that the major components for a "successful six sigma implementation are top management commitment, belt member's competence, infrastructure, education and training, customer-focused management, and work standardization. Also, empirical results show that there are some differences on CSF to company size.

기업혁신 지원을 위한 대학의 6시그마 교육 모델 및 사례

최성훈 경성대학교 산업개발연구소 2008 산업혁신연구 Vol.24 No.3

6시그마는 기업의 경쟁력 강화 전략으로 소개된 이후로, 많은 연구 논문과 사례 연구가 발표되었다. 또한 많은 대학은 학생들의 능력 향상을 위해 6시그마 과정을 개설하고 있다. 그러나 실질적인 산학협력이 활성화되지 못하고 있는 국내 상황 하에서 실습의 장을 마련하기가 쉽지 않으므로 실제 6시그마 프로젝트를 수행하여 이론과 경험을 겸비한 교육을 받기는 쉽지 않다. 따라서 대학에서의 6시그마 교육이 자칫 이론 위주의 피상적인 교과과정으로 전략할 우려가 있으며 대학에서 6시그마 과정을 이수하더라도 취업 후 기업혁신을 위해서 큰 도움이 되지 못할 가능성이 크다. 본 논문의 목적은 대학에서의 기업혁신을 지원할 수 있는 실질적인 6시그마 교육을 위한 방안을 제시하고 그 적용 사례로 취업 동아리 활동을 통하여 수행한 대학 내에서의 6시그마 프로젝트 사례를 보고하고자 한다. 사례 프로젝트는 ‘컴퓨터 실습실 활용도 향상’이며 기존 프로세스 또는 제품 개선을 위한 6시그마 추진 방법론인 DMAIC 5 단계 절차를 적용하여 진행하였다. 그리고 결론에서 현재 진행 중인 6시그마 과제를 소개하였다. Since Motorola introduced Six Sigma as one of important business strategies to strengthen the competitiveness of companies in 1987, there have been a lot of research papers and case study articles on Six Sigma. Also, many universities has opened six sigma courses to increase their students’ capabilities. As compulsory subjects, six sigma courses should include the execution of actual projects as well as six sigma philosophy and statistics. However, it is not easy to acquire actual six sigma training places in the universities because of the inactivity of substantial industry and academy cooperation. The purpose of this paper is to introduce a practical Six Sigma education model for supporting the corporate innovation at universities. Also, we present a case study to show our proposed education model is successful to increase students’ capabilities in six sigma. For the case study which attempted to improve the PC laboratory utilization, we has applied a disciplined process of five macro phases: define, measure, analyze, improve, and control(DMAIC). Results of the case studies showed that the university campus can be successfully used as a good place for the actual six sigma training. Additionally, some available themes are introduced that can be applied in the campus as six sigma projects.

Six Sigma in Non-Manufacturing Environments

Akpolat, Hasan The Korean Society for Quality Management 2004 The Asian Journal on Quality Vol.5 No.2

Despite the fact that much has been published about Six Sigma in the business and academic press and on the Internet in recent years, there is still confusion among many people, particularly those who work in the transactional and service environments, about the nature of Six Sigma. It is true that Six Sigma like other process improvement programs before was first applied to manufacturing processes; however, many corporations including General Electric and Sony have successfully applied Six Sigma to their transactional and service processes as well. Six Sigma is used by many companies not only to improve the quality of their products and services but also to achieve quantifiable financial results, improve management style and communication, and achieve customer and employee satisfaction. Whether in manufacturing or non-manufacturing environments, the application of Six Sigma differs from organization to organization. Although there are many common elements between these applications, however, special care must be taken when customizing Six Sigma to suit the organizations' needs. In this paper, the author provides some practical and useful guidelines for Six Sigma deployment. This paper is not about the use of numerous statistical tools and techniques that can be found in a typical Six Sigma toolbox. The main emphasis has been placed both on the concept and the implementation of Six Sigma, particularly within the non-manufacturing areas of business.

Lean Six Sigma 기법을 이용한 생산시스템 개선 및 확장 모델 연구

서장훈 동의대학교 경제경영전략연구소 2009 經濟經營硏究 Vol.4 No.2

Lean Six Sigma(LSS) is a business improvement methodology which combines (as the name implies) tools from both Lean Manufacturing and Six Sigma. Lean manufacturing focuses on speed and traditional Six Sigma focuses on quality. By combining the two, the result is better quality faster. Both the Lean and the Six Sigma methodologies have proven over the last twenty years that it is possible to achieve dramatic improvements in cost, quality, and time by focusing on process performance. Therefore, many firms are looking for an approach that allows to combines both methodologies into an integrated system or improvement roadmap. However, the differences between the Six Sigma and Lean are profound. Using Lean Six Sigma for strategic advantage in Business flow. The ROI of Lean Six Sigma for services Getting faster to get better(why you need both Lean and Six Sigma) Improving services. As a Result, Lean Six Sigma System derives the long-term success for the powerful management system. This paper shows that the execution of Lean 6sigma method can be successful only if the management officers' interest and support are back up. And we suggest a guideline that continuous improvement factors and performance Tool are the most necessary factors for the successful cooperation management using LSS

문제해결능력향상을 위한 6시그마 대학 내 도입을 위한 연구

김경환(Kyeong-Hwan Kim) 산업기술교육훈련학회 2011 산업기술연구논문지 (JITR) Vol.16 No.2

Enhancement of problem-solving ability through Six Sigma is the goal of companies that are geared towards high level long-term objective based on increasingly scientific and structured method. Given that about 90% of the students of the Korea Polytechnic Ⅶ get employed by small to medium sized companies, they should be educated so that they can leverage Six Sigma technique to solve problems. Although it is important to train on the program so that they can operate machinery in order to cultivate competent personnel whom are needed by companies, it is necessary to train the students so that they can solve fundamental problems. Six Sigma based problem-solving method was proven very effective when applied to large companies such as LG Electronics, Samsung SDI, POSCO and others. The achievements were made possible by the united effort made by all the employees centered on the chief executive officers. Without the mindset and leadership of the latter, it would be difficult to realize the objective. There are a number of requirements needed to adopt Six Sigma techniqueat the universities. First of all, it is necessary to develop user-friendly learning materials. Second, it is necessary to purchase MiniTab for action based program. Third, professors must be trained in advance in order to act on the Six Sigma technique. Expected benefits of adopting Six Sigma techniqueare many and this technique is very effective since it is possible to cultivate the human resources that the companies needed and since it is possible to take on increasingly detailed approach to solve problem.