두부는 양질의 단백질을 주성분으로 한 대중 식품으로 소비량이 계속 증가하고 있다. 두부는 변질 발생 가능성이 높은 고위험 식품에 해당되지만, 두부제조업체는 82.4%가 종업원 5인 이하 소규모로 체계적인 식품안전관리를 기대하기 어려운 실정이다. HACCP(Hazard Analysis Critical Control Point : 위해요소 중점관리제도)는 식품안전성과 비용절감을 효율적으로 확보할 수 있는 체계적, 지속적인 공정관리 방법이다. 본 연구는 두부제조업체의 실정에 맞는 HACCP시스템을 개발하여 적용하고 그 성과를 확인함으로써 두부 HACCP 시스템의 일반적 모델을 확정하고 다른 중소업체 및 대기업으로 이를 확산시키려고 시행하였다. 규모별 4개 두부제조업체를 대상으로 판 두부와 포장 판 두부의 HACCP 계획을 Codex의 HACCP 적용 지침에 따라 현장 실무자와 협력하여 수립하였다. HACCP팀 편성, HACCP 범위 및 목적의 설정, 제품 기술 및 사용자 의도의 결정, 공정도 작성 및 현장 검증, 위해 분석 및 예방책식별, CCP(중요관리점)의 식별, CL(관리한계기준) 설정, CCP 모니터링 시스템 수립, 개선조치 설정, 검증절차 수립, 기록 및 문서화의 순서로 HACCP 계획을 작성하였다. 공정 중 CCP는 선별 공정, 냉각 공정, 열처리 공정(판 두부는 제외)으로 결정하였고, 각각의 HACCP 계획에 따라 관리하였다. 제정된 HACCP시스템을 3개월간 시행한 후 그 성과를 HACCP 적용 이전과 이후의 미생물 검사를 통하여 확인하였다. 검사결과 HACCP 적용 이전의 판 두부 플라스틱 상자, 포장재, 완제품의 일반 세균수가 HACCP 적용 이후에 크게 감소되었다.(P<0.1) 두부제조업체의 실정에 맞는 HACCP시스템을 적용함으로써 위생관리 및 식품안정성 확보에 큰 성과가 있음이 확인되었다.
This paper suggests the process of performance measurement system development for B2B e-Marketplace using BSC (Balanced Scorecard). As the first step, main features and factors affecting performance of e-Business company and especially of B2B e-Marketplaces were derived based on the literatures. For the 2nd step, the nonnative performance measurement model for B2B e-Marketplace was suggested. Especially, the research range that the model covers is restricted to the neutral and systematic sourcing B2B e-Marketplace. And, the performance measurement model was based on BSC, for the BSC is very powerful and sound tool among all the available performance measurement systems. Also, the model was based on the AHP (Analytic Hierarchy Process) to make the model more structured, and to draw weights of performance measures from experts
The aim of this thesis is to evaluate visual art policy during Kookmin government period(1998-2002). In the beginning, many artists had expected president Kim Dae Jung to enlarge arts support But the evaluation of them was very negative vecause the government was only interested in the development of cultural industry. First, I analysed the government expenditure in the visual arts. Department of Culture and Tourism took the responsiblity of visual arts policy. The budget of art and culture increased to 1% of total government expenditure in this period. But the main factor was the increasement of cultural industry and tourism expenditure. The budget of visual arts in 2002 was only 6,600million won. Second, I analysed visual arts support programs. (1) The government introduced studio programs for the first time. For 5 years, 2 mational studios and 23 public studios were established. (2) The number of art museum was increased to 62. (3) It introduced alternative space supported 200million won annually. (4) percent for art scheme reduced from 1% to 0.7% of total construction cost, but still 27 public sculpture gardens were built. (5) Business support for visual arts reduced because of IMF. (6) Also arts marker froze and many commercial galleries were closed. (7) In order to revitalize region through arts and to promote international exchange of culture, Gwangju Biennale was created. Third, I analysed Arts Plan 2002. It had a radical Limitaion because it was established in the last year of Kookmin government period. Also it showed special favors to some arts organizations. In general, I think that positive outcomes are the introductions of the studio program and the alternative space support program. Especially alternative space support program enforced the diversity of visual arts, and encouraged creative young artists. But policy of art market failed because of IMF and visual artists had to go through rough times.
This study reviews the revisions and updates to the Release 3.5 version of the TL 9000 Measurements Handbook. This paper introduces the new organization of QuEST Forum Work Groups(WGs) and how to apply TL 9000 standards in software product lifecycle.
This study aims to examine the relationships between total quality management(TQM) practices and operational performance perceived by employees who are in different organization types, R&D organization and Non-R&D organization in manufacturing companies. Operational performance is defined as the degree of operation efficiency in the perspective of quality, delivery, and cost. Our study showed that the degree of TQM practice has significant difference in organization type. In case of R&D organization, the categories of customer focus and process management were the strongest significant predictors of operational performance. Therefore, the optimal TQM practices for R&D organization can be obtained in consideration of customer focus and process management.
This study examines the relationship between multiple sales force management practices and performance within each of Miles & Snowꡑs strategy types(1978) and Walker & Ruekertꡑ s strategy types(1987). The findings are as follows : First, Prospectors seem to be associated with increased performance when they are utilizing a relationship selling strategy, internal sales force, moderate levels of supervision, outcome-based control system and incentive-oriented compensation system. Second, Analyzers seem to be associated with increased performance when they are utilizing a relationship selling strategy, internal sales force, outcome-based control system to deal with the instability in their strategic focus. Third, Low Cost Defender seem to be associated with increased performance when they are utilizing a relationship selling strategy, external sales force, low levels of supervision, outcome-based control system and salary-oriented compensation system. Fourth, Differentiated Defenders seem to be associated with increased performance when they are utilizing a relationship selling strategy, high levels of supervision, balanced(outcome+behavior) control system and salary-oriented compensation system.
본 연구는 국내기업의 국제전략적제휴를 대상으로 전략적제휴의 사업성과 결정요인을 분석하였다. 지난 1990년부터 2000년까지 국내기업이 체결한 국제전략적제휴를 연구대상으로 전체 23개 산업에 걸쳐 52개의 국내기업들이 체결한 124건의 제휴사례를 연구대상으로 하였다. 가설검증을 위해서 요인분석, 군집분석, 분산분석, 비모수통계분석을 시행하여 다음과 같은 연구결과를 얻었다. 국내기업의 국제전략적 제휴 유형은 파트너기업과의 조직간 상호작용정도와 잠재적갈등정도에 따라 친경쟁적 제휴, 비경쟁적 제휴, 선경쟁적 제휴, 경쟁적 제휴 등 네가지 유형으로 나타났다. 전략적 제휴의 유형별로 사업성과가 다르게 나타났다. 비경쟁적 제휴가 사업성과가 가장 높게 나타났으며 친경쟁적 제휴는 상대적으로 사업성과가 가장 낮게 나타났다. 이러한 연구결과는, 전략적 제휴의 유형과 사업성과에 관한 연구를 통하여 전략적 제휴와 산업의 관련성, 경쟁자와의 관계, 조직간 상호작용과 갈등의 문제들이 사업성과와 밀접한 관련이 있다는 것을 의미한다.