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.

In order to find out the customer requirements and to develop new products more effectively, the Kano model and QFD(Quality Function Deployment), AHP(Analytic Hierarchy Process) developed and applied. But, Many companies difficult to select the CTQ(Critical to Quality) of new product. Especially the life cycle of Digital Camera is very short. In this thesis, the Kano model and AHP(Analytic Hierarchy Process) for finding the CTQ(Critical to Quality) for customer satisfaction are suggested. It is explained and discussed with the example of Digital Camera.

In order to find out the customer requirements and to develop new products more effectively, the Kano model and QFD(Quality Function Deployment), AHP(Analytic Hierarchy Process) developed and applied. But, Many companies difficult to select the CTQ(Critical to Quality) of new product. Especially the life cycle of cell phone is very short. In this thesis, the Kano model and AHP(Analytic Hierarchy Process) for finding the CTQ(Critical to Quality) for customer satisfaction are suggested. It is explained and discussed with the example of cell phone.

As customer needs become diversified, there are many efforts to develop creative ideas on the products to satisfy the customer requirement. Also it is very important to classify the customer requirement to the product's quality. According to the previous study, the idea of the products by collecting opinions and brainstorming is mainly studied in new product development. To create the attractive quality for the product, Kano model has commonly been used. However, the brainstorming in the stage of create ideas has the problem of lower linkage between purpose and idea and lower quality of new idea. Therefore, the paper suggests a way to invent more creative ideas by comparing forced connection method to the brainstorming that is applied to the Kano model.

Six sigma has been evolved into three generations. The first generation focused on eliminating or reducing defects as Motorola originally developed and applied. The second generation focused on reducing costs and improving process efficiency as GE extended the first generation. The next generation of six sigma such as D2MAIC(Discovery, Define, Measure, Analyze, Improve, Control) and ICRA(Innovate, Configure, Realize, Attenuate) has been discussed since the beginning of the 21st century. Although the third generation of six sigma emphasizes value creation, but there are few specific tools for its implementation. In this thesis, some tools for finding opportunities for value creation are suggested. It is explained and discussed with examples how the tools can be applied.

Over ten years, 6sigma management is applied a lot in the part of indirect business as well as the manufacturing industry. But it has still been used restrictively the technique used on DMAIC that is a basic Roadmap of 6 sigma. This paper finds the improving skills that is used in the parts of manufacturing and indirect business and demonstrates their available scope with 6sigma projects. And this indicates which skills for improving are used valuable on each step of DMAIC with a systematic classification.

Kano model offers an effective way to understand customer requirements strategically Thus, the integration of Kano model and QFD can reflect customer requirements more effectively in designing new product. Most of previous studies on the integration have been focused customer attributes, but engineering characteristics are used at the final stage of new product design. It is proposed that how to classify engineering characteristics into Kano's elements and how to use the classified results in new product development process in this thesis. A case example is included to explain the proposed method.

Many corporations are accepting various kinds of business reform techniques to be adapted and overcome in this e-Business period. Among these techniques, team-organization is selected most in person/organization field. The introduction of team-organization is more needed and spread, so many corporations actually constructed team-organization formation form. But the result has not been active. Therefore after team-organization is introduced to improve the performance evaluation of team management, the result of team management performance should be correctly measured to find out and settle the problems of team-organization. The purpose of this research presents the development of the model of team-management performance evaluation and the method of the proper measurement based on BSC.

Six sigma, contrary to TQM, offers the concrete process for accomplishing the management innovation. Nowadays it has become as a standard means. Many companies claim to stand for durable management and would like to get customers' satisfaction and more profit with total six sigma activities. Under the present conditions we propose how to maximize efficiency with six sigma application on transportation management that is an issue among many companies.

Over ten years, 6 sigma management is applied a lot in the part of indirect business as well as the manufacturing industry. But it has still been used restrictively the technique used on DMAIC that is a basic roadmap of 6 sigma. This paper finds the improving skills that is used in the parts of manufacturing and indirect business and demonstrates their available scope with 6 sigma projects. And this indicates which skills for improving are used valuable on each step of DMAIC with a systematic classification.

해수에는 나트륨, 마그네슘, 칼슘을 비롯한 다양한 종류의 무기물이 용해되어 있다. 마그네슘은 낮은 밀도와 강한 경도의 장점으로 인해 최근 그 활용도가 크게 증가되고 있다. 자동차 산업과 컴퓨터, 핸드폰 등 많은 전자기기에 마그네슘이 활용되고 있으며, 알루미늄 합금은 항공기 부품으로 사용되기도 한다. 선행 연구에서는 염을 다량 포함하고 있는 간수(bittern)와 염수(brine)에서 마그네슘을 회수하기 위하여 수산화나트륨 등 알칼리 물질을 주입하여 용존 마그네슘을 수산화마그네슘[Mg(OH)2]으로 침전시키는 실험을 진행하였다. 본 연구에서는 해수에 용존되어있는 마그네슘(1477 ppm)을 회수하기 위하여 알칼리 산업부산물인 제지슬러지소각재(Paper Sludge Ash, PSA)를 사용하였다. 해수에 포함되어있는 용존 마그네슘을 침전시키기 위해 해수 200 mL에 PSA 4 g을 주입하였다. 수산화마그네슘 침전반응이 완료된 후, 여과하여 고체(PSA와 침전된 수산화마그네슘)와 여과액을 분리하였다. 여과액의 마그네슘과 칼슘 농도는 각각 0.19, 2623 ppm이었고, pH는 12.32이었다. PSA에 의해 해수의 마그네슘은 모두 침전하였으나, PSA로부터 용해된 칼슘의 영향으로 여과액의 칼슘농도는 5배 이상 증가하였다. 고체를 105℃에서 12 시간 동안 건조한 다음, 고체로부터 마그네슘만을 선택적으로 용출하기 위해 건조한 고체에 2 M 황산 40 mL를 넣고 30 분 동안 교반하였다. 여과에 의해 PSA를 제거한 다음, 여과액의 마그네슘과 칼슘 농도를 측정하였다. 침전과 용출반응을 통해 해수의 마그네슘은 90 % 이상 회수되었고, 여과액의 칼슘농도는 6.57 ppm으로 매우 낮았다. 칼슘이 황산과 반응하여 황산칼슘(CaSO4)으로 침전하였기 때문에 칼슘농도가 감소한 것이다.