Earticle

본 연구는 기업의 혁신적 경영기법인 Lean을 도입한 기업이 어떠한 인프라를 구축하였으며, 그 성과는 어떻게 나타나는지 분석해 보았다. 그 과정에서 Lean의 현장을 담당하고 있는 종업원의 노동유연성이 어떠한 매개효과를 가지는지 실증적으로 분석해 보았다. 연구를 진행하기 위해 Lean을 도입한 기업의 129명으로부터 자료를 수집하여 실증 분석을 실시하였다. 연구 결과 Lean 인프라는 Lean, 기업성과에 유의한 영향을 미치고 있고, Lean 제조 또한 기업성과에 유의한 영향을 미치고 있었으며, 그 사이에서 종업원의 노동유연성은 부분적으로 매개효과가 있는 것으로 나타났다. 이러한 실증분석 결과는 Lean을 실행하기 위해 Lean 인프라의 구축과 더불어 Lean을 실천하는 종업원의 개인적인 능력도 중요함을 시사하고 있으며 분석결과를 토대로 연구의 의의와 한계점 및 향후 연구 제언을 실시하였다.

This study analyze about firm that implement breakthrough management system Lean, its infrastructure and performance. While Lean process, researcher analyze empirical intermediate effect of labor flexibility of employee who is working on practical. For the empirical study, researcher collecting 129 data from Lean implemented firm's employee. As a result show us Lean infrastructure has positive significant effect on Lean and performance. Also Lean has positive significant effect on performance, and labor flexibility of employee has particial intermediate effect between Lean and performance. This empirical result mean that Lean infrastructure and employee's personal capability are important to Lean practice. Base on empirical result, researcher propose suggest implications, limitations and suggestion of future study.

Today, many companies will be isolated in competition if they do not have competitive power to overcome quick change and big crisis of market. Nowadays, globally high-grade companies have done their best for increasing their competitive power through a many kinds of methods in keen competition for making of pacesetting position. This study focuses on distribution with the domains like capacity, layout, amount of location, assignment of product, operation procedure and operation rule in order to improve these domains, we make a further application of eight analysis ways based on DMAIC method for improving operation of processes of distribution center as the third profit source. The purpose of this study is to seek an approach that can easily adopt of Lean Six Sigma in operational management of distribution center by a kind of data, analysis method and template.

In most recent years, the business competition has spreads over all fields of corporations and their management area regardless of time and place, which makes the survival environment of each enterprise fiercer. In order to secure a high position in the competitive market, the various firms has implemented many methods related to price, quality, and service efficiency. However, the implementation with only low price or high quality might be helpless to hold a high position in modem market. Moreover more attention should be paid to the internal business processes of an organization. Therefore, a new and different method should be searched or developed in order to win the competitive power among other enterprises. This research will focus on the improvement of the business processes within the non-manufacturing industry by applying Lean Six Sigma methodology. DMAIC method will be applied to improve the inbound and outbound logistics processes, manage the inbound and outbound vehicles, and control the receiving and shipping activities.

To maximize the operational efficiency of production and operations systems, Six Sigma and Lean Production System have been widely used. The main focus of Six Sigma is reducing variations, whereas that of Lean Production System is eliminating losses. To take advantage of the two approaches Six Sigma and Lean Production System was integrated into Lean Six Sigma, and the integrated approach has been used in recent years. In the implementation of Lean Six Sigma, the problems under consideration have often physical or technical contradictions which are difficult to be solved by conventional methods. To solve such contradictions TRIZ is useful in many cases. In this thesis, it is considered that how TRIZ can be applied to Lean Six Sigma. An integrated road-map of Lean Six Sigma and TRIZ is suggested and some cases are reviewed.

본 연구에서는 항만 물류 프로세스의 현황과 장애요인을 분석하고, Lean이론을 적용한 프로세스의 재설계를 통해 이를 개선하기 위한 방안을 도출하는 한편, 개선된 프로세스를 통한 항만물류시스템을 구축하기 이전 과정을 철강기업 내에 특화된 부두 운영 업무 중 슬라브 관리업무에서 항만물류프로세스의 관련 주체를 선별하고 각 주체간의 관계를 파악하여 부두, 조업, 출하, 공정, 품질, 구매에 이르는 관리업무를 정의하고 각각 개체사이의 정보와 슬라브의 흐름에서 Lean 도구를 사용하여 기존 프로세스 상에 Value added와 Non-Value added를 분석하여 Cycle Time의 감소, 재고감소, 업무전환시간의 감소, 재작업감소, 서비스개선, 낭비 감소 등을 목표로 업무프로세스를 정형화시키고, 항만현장이 항만물류프로세스를 최적의 상황으로 실행 할 수 있도록 환경의 재설계를 통한 항만물류프로세스의 개선된 모델을 제시한다.

This research focuses on the process improvement of port logistics by using Lean methodology. On the one hand, we firstly analyze the current situation and of the processes in port logistics, and then re-design the current processes by the principles of Lean discipline. Based on the appropriately changed processes, the improvement scheme of port logistics will be figured out. On the other hand, we construct the port logistics system by implementing the improved processes.The port logistics’processes accomplished in steel company will be further assorted and identified. The relationship of wharves process, operational shipping process, construction process, quality process, and purchasing process are also defined. Every process has been improved by Lean Tools in order to analyze the value added or non-value added processes, to improve the level, and to reduce the cycle time, inventory, changing time, re-working and waste. Based on above, the appropriate environment that is suitable to Lean process of port logistics will be established and the modeling that can help to implement the improvement scheme will be figured out.

최근 무기체계 시스템이 고성능화됨에 따라 요구사항을 충족시키기 해 싱보드컴퓨터(SBC: Single Board Computer)를 용하고 있는 추세이다. 하지만 시스템 설계 조건이 변경될 때 마다 싱보드컴퓨터를 신규 개발해 야 하므로 유사한 설계, 검증 업무에 많은 시간과 인력이 소요되어 개발비 상승의 한 요인이 되고 있다. 본 논문에서는 최소한의 수정으로 다양한 시스템에 용할 수 있는 하드웨어 랫폼 공용화 방안을 제안하여 개발비 상승을 최소화하고자 한다. 공용화 연구에는 린6시그마의 DMAIC를 용하으며 제안된 방안이 개발공수 감, 재료비 감, 공통 시험항목 감소 등의 지표항목에서 개선 효과가 있음을 확인하다.

Recently, Single Board Computer(SBC) is used to meet requirement of weapon systems having high performance. But the Single Board Computer has to be newly developed whenever the system design condition is changed. Thereby, that is one of the factors of increasing development cost because it takes many times and man-power to conduct similar design and verification process. This paper focuses on common hardware which can be applied to various systems with minor modification to reduce developments cost. DMAIC of Lean 6 sigma is applied for common hardware studying. It was verified that the proposed common hardware makes improvements on man-power reduction, decrease of material cost and common test items.

오늘날 제품이 문제가 되는 경우는 별로 없다. 그런데 불행하게도 재화를 만들고 용역을 제공하는 많은 기업들은 제품 하나에만 관심을 쏟고 있다. 정작 중요한 것은 고객의 소리를 듣는 것이다. 서비스 산업에서 특히 이것은 아주 중요하다. 서비스 관련 여러 요소 가운데 중요도를 선정하여 서비스 품질을 린 프로세스적 사고로 서비스 요소중의 낭비를 제거 한다면 소비자에게 불필요한 서비스가 아닌 진정한 가치를 선사하는 일이 될 것이다.

A cinematic adaptation can be considered an interpretive reading of the original literary text, so filmmakers adapt the literary material to fit their own approach and thereby cast new light on the original. So codes of meaning in cinema are inextricably linked to the societies and culture that produce the film. This paper aims to analyze the structures of Charles Dickens’ Great Expectations (1861) and its film adaptation produced by David Lean in 1946 focusing on its aesthetics of mythic adaptation. Great Expectations was adapted into film many times. Among them David Lean’s is popularized as an excellent and well made film. First structure and plot of the original text is investigated and then film is examined on the basis of the transformations of characters and plot. Next the differences between them are examined. Many cardinal events and functions lost in process of transformation from novel to film are discussed for the mythic frames showing that cruel characters and behaviors are excluded for mythic adaptations. For the analysis of the film structures, mythic framework theories constructed by Campbell, Voytylla and Vogler are applied. Hero’s phases of growth (psychological journey) and hero’s physical journey are divided in three worlds: ordinary world (increased awareness, call to adventure, departure), special world (experiences in London: road of trials and ordeal), and ordinary world (reconciliation and return). For the mythic structures, Lean transformed the threatening beast-man Magwitch and cold hearted Miss Havisham and Estella into a sympathetic human beings in the final stage of Pip’s hero journey. They represent psychological, not physical, triumphs. Pip, the poor shivering waif, defies Miss Havisham, destroys the power of Satis House, and leads Estella into the sunlight. Pip is a model that combines both moral and practical wisdom as a hero. For these mythic frames Lean uses screen space to show Dickensian larger-than-lifeness hero. In short, Analysis of film adaptations is one means of bringing the “culture text” into collision with its source material to stimulate and renew our understanding of the initial written work. We might say that Lean’s mythic film text is born from this collision and gives him a great success, and it has been loved all over the world up to this day.

This paper is to propose new features and models for process innovation after classifying in three categories ; conventional six sigma, lean six sigma and 3rd generation six sigma. First considering two project types which are bottom-up and tod-down, DMAIC process is linked up with QC story 15 steps. Secondly, I present Koreanized lean six sigma model using Japanese production technology and principles. Lastly, this paper also depicts a new 3rd generation six sigma model utilizing MBNQA management quality system.

Background: Patellofemoral pain syndrome (PFPS) is a musculoskeletal disorder characterized by retropatellar or peripatellar pain that worsens during functional loading activities. Trunk lean during weight-bearing has been suggested to influence hip and knee muscle activation in individuals with PFPS. Purpose: This study investigated the effects of single-leg squat hold performed with varying trunk-lean angles (0deg, 15deg, and 30deg) on lower limb muscle activity in individuals with PFPS. Study design: Cross-sectional study. Methods: Thirty-two adults with PFPS performed single-leg squat hold under three trunk-lean conditions. Surface electromyography assessed activity of the vastus medialis oblique, vastus lateralis, gluteus maximus, gluteus medius, tensor fasciae latae, semitendinosus, and biceps femoris. Muscle activity was normalized to maximal voluntary isometric contraction and analyzed using one-way repeated-measures ANOVA with Bonferroni post hoc correction. Results: Significant differences in muscle activity were observed for the vastus medialis oblique, vastus lateralis, gluteus maximus, and tensor fasciae latae (p<0.05). Greater trunk lean was associated with increased gluteus maximus activation and decreased vastus medialis oblique, vastus lateralis, and tensor fasciae latae activity. In contrast, no significant differences were observed for the gluteus medius, semitendinosus, or biceps femoris (p>0.05). Conclusions: Increasing trunk lean during single-leg squat hold shifted muscle activation toward a hip-dominant strategy, with increased gluteus maximus activity and reduced quadriceps and tensor fasciae latae activity. These findings suggest that incorporating 15deg to 30deg of forward trunk lean during single-leg squat hold may be considered for individuals with PFPS, particularly those who experience anterior knee pain during upright squatting. However, patellofemoral joint stress was not directly measured in the present study, and the observed decrease in vastus medialis oblique activity warrants careful consideration. This trunk lean strategy should therefore be complemented with exercises targeting vastus medialis oblique activation to ensure adequate patellar stabilization.

The present study aimed to assess the feasibility of increasing the slaughter weight (SW) of non-lean finishing pigs to improve their meat quality. A total of 36 (Landrace × Yorkshire) × Duroc gilts and barrows were slaughtered at 115 (Av), 125 (Hi), or 135 (XHi) kg, followed by physicochemical analyses and sensory evaluation on their longissimus dorsi (LD) and Semimembranosus (SM) muscles. Backfat thickness was greater (p < 0.05) for the XHi (31.2 mm) and Hi (29.3 mm) groups than for Av (25.0 mm). Dressing percentage and yield of the belly per whole carcass were also slightly greater for XHi and Hi vs. Av. The intramuscular fat (IMF) content of SM was greater for XHi (2.64%) than for Av (1.83%) and Hi (2.04%) and also was correlated with SW (r = 0.55). The pH value, lightness, redness, drip loss, shear force, and moisture and protein contents of LD and SM, as well as IMF content of LD, were unaffected by SW. Percentages of 14:0, 16:0, and total saturated fatty acids (FA) were less for Hi and XHi vs. Av in SM, those of total unsaturated FA, 18:2, 20:4, and n-6 being opposite; FA composition of LM was not influenced by SW except for a reduced 18:0 percentage for XHi vs. Av. The sensory score was less for XHi vs. Av for odor in fresh LD and SM, and less for Hi and XHi vs. Av for aroma in fresh LM; scores for color, drip loss, marbling, and acceptability were unaffected by SW. As for cooked muscles, none of the scores for color, aroma, flavor, juiciness, tenderness, and acceptability was affected by SW, except for a greater LD color score for Hi and XHi vs. Av. Collectively, the results suggested that the increased yield of the carcass and belly due to increased SW is outbalanced negatively by excessive backfat deposition in production efficiency, whereas the SW increase exerts little influence on overall sensory quality of fresh or cooked meat. Production of non-lean market pigs overweighing 115 kg therefore will be uneconomical unless consumers pay a substantial premium for the over-fattened pork.

The supply chain not only includes the manufacturer and suppliers, but also transporters, warehouses, retailers, and customers themselves. Within each organization, such as manufacturer, the supply chain includes all functions involved in filling a customer request. these functions include, but are not limited to, new product development, marketing, operation, distribution, finance, and customer service. Lean Supply chain coordination improves if all supplier of chain take actions that together increase total supply chain profits. To design of Modularity by the grouping supplier, the proposed method is to develop the most appropriate production system models in the Supply Chain Management which is necessity of the times and its importance. The objects of this study is development of model and cost analysis to the modular production system in Lean SCM. Introduction of modular production system in Lean SCM is effective in reducing the cost in processing, manufacturing, inventory holding, ordering, etc.

소프트웨어 산업은 아직도 뿌리깊은 문제에 시달리고 있다. 어떻게 보면, 제조업과 같은 보다 성숙한 산업의 모범사례로부터 뭔가를 배워야 할 지 모른다. 제조업에서의 ‘린’ 원칙을 소프트웨어 개발에 적용하는 것도 한방안일 수 있다. 소프트웨어공학 문헌에서 이런 ‘린’ 원칙은 시도해 볼만한 것으로 언급되었다. 그러나 이들 원칙을 실제 어떻게 적용할 수 있을 가에 대한 구체적 방안을 제시한 연구는 별로 없었다. 본 연구는 ‘린’ 원칙을 소프트웨어 개발에 적용하는 방안을 제시하고자 한다. 이 방안의 핵심은 낭비제거라는 린의 관점을 구체화하기 위하여 프로젝트에서의 리드 타임과 결함을 누적 흐름도(Cumulative Flow Diagram)을 통해 관리하는 방법이다. 또한 이 방안을 실제 프로 젝트 사례에 적용함 으로써 타당성을 검증하고 적용 방법에 대한 이해를 돕고자 하였다.

Software industry still has many deep-seated problems. As a natural consequence, it may have to learn from best practices in more mature industry like manufacturing. An example is ‘lean’ software development which is defined as translation of ‘lean manufacturing’ principles to the software development domain. The principles include ‘eliminate waste’ and ‘amplify learning.’ It was much asserted that these principles are worth applying. Not much study, however, was done on how to practically implement these principles into software development practice. In this study we attempt to present a method in which project lead time and software defects are regarded as major targets of management and are visualized using Cumulative Flow Diagram. We further applied this method on actual projects. The result confirms that agile is positively effective on reducing wastes.

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.

Most of all manufacturing industries are pursuing the manufacturing process innovation through the production process automation but the printing industry still does not get out of the analog ways of the entire process compared the entire manufacturing industry. Today, many printing enterprises have the difficulties by the short for delivery, multi-item small amount printing, high quality, rise in raw material cost, drop in receiving order cost, and etc. The printing industry can get over these difficulties and issues by implementing the compact workflow line, merge with the others, automatization and networking, minimization of the repetitive operation, efficiency of the working process, optimization of the operators’ value creation, minimization of cost and materials and fast make-ready. The object of this thesis establishes the experimental data and study cases applicable in the printing industry by having high labor productivity and work in line with printing industry processes through “lean printing system”.

Nowadays, globally high-grade companies have done their best for increasing their competitive power through a many kinds of method in incisive competition for making certain of a pacesetting position. Among the rest, Six Sigma have been the best methodology of improving process and have proven to be effective by the result of improving process in many of manufacturing business, however, it has not obtained excellent results in the transaction business. In transaction business, a costs in total costs is generated by slow-speed working and reworking. The slow processes decrease the quality and increase the cost, which decreases customer satisfaction, and finally the income is decreased. All of them are so called wastes in processes. For this, adopting of lean six sigma methodology in process management can eliminate the wastes and reduce the variation. This study focuses on distribution with the domains like capacity, layout, amount of location, assignment of product, operation procedure and operation rule in order to improve these domains, we make a further application of eight analysis ways based on DMAIC method for improving operation of processes of distribution center as the third profit source. The goal of this study is to trace an approach that can easily adopt of Lean Six Sigma in operational management of distribution center by a kind of data, analysis method and template.

This paper aims to develop a new chain metrics for obtaining lean Overall Equipment Effectiveness(OEE) and present implementation strategy which considers the properties for Total Productive Maintenance(TPM) to reduce machine losses, Performance Analysis and Control(PAC) to reduce labor losses, Lean Production System(LPS) to reduce floor wastes, and Theory of Constraints(TOC) to minimize the problem of Capacity Constrained Resource(CCR). The study reviews the related literatures and reformulates the structure of machine losses, labor losses and field wastes. The research also develops the integrated productivity metrics according to time, units, reliability and maintainability. It is found that the study develops the actual productivity measure in terms of efficiency, effectiveness and standard productivity. In addition to that, it outlines and develops by using the integrated LPS and TPM, lean OEE measures such as Time Based Productivity(TBP), Unit Based Productivity(UBP), and Reliability & Maintainability Based Availability(RMBA). Implication examples are proposed to make it easier and available for practioners to understand the implementation strategies about TPM OEE, lean OEE and TOC OEE. Futhermore related to other studies, the research contributes to create a new chain productivity measures to clear the interrelationship concepts of productivity, efficiency and effectiveness. Moreover the paper develops the enhanced OEE measures by integration of TPM, PAC, LPS and TOC with the perspective of schedule, throughput, reliability, maintainability and availability.

Software industry still has many deep-seated problems. As a natural consequence, it may have to learn from best practices in more mature industry like manufacturing. An example is ‘ean’™ software development which is defined as translation of ‘ean manufacturing’principles to the software development domain. The principles include ‘liminate waste’and ‘mplify learning.’™ It was much asserted that these principles are worth applying. Not much study, however, was done on how to practically implement these principles into software development practice. In this study we attempt to present a method in which project lead time and software defects are regarded as major targets of management and are visualized using Cumulative Flow Diagram. We further applied this method on actual projects. The result confirms that agile is positively effective on reducing wastes.