Ammunition Demilitarization facility (ADF) should be set up the feasible goals and continue to operate, taking into account non-profit characteristics. However, due to the lack of performance measurement methods in ADF, which are essential to national policy at a significant cost each year, the reliability of the evaluation results can be insufficient. In this paper, the Balanced Score Card (BSC) method was applied that could be evaluated to reflect the financial and non-financial features. The relevant literature research and army regulations reflected the results of various interviews of the expert group. The extraction of success performance area in ADF was confirmed using the BSC method and the Decision Variable (DV) candidate was created to use regression for selecting the DV. Additionally, the key performance indicator was presented by verification the feasibility of content by conducting the survey of experts. The implications of this paper are as follows. First, the proposed BSC model was found to be suitable for practical use in ADF reflecting the non-profit characteristics. Second, accurate evaluation of ADF can contribute to long-term development of ADF. Finally, it can be applied to the management process of the other military sector, so it can be expected to play a role in providing basic data and spreading it to other areas.

This study focuses on the case of FIRA(Korea Fisheries Resources Agency) and analysis the introduction effect of BSC(Balanced Score card) implementation. So it will set forth the improvement method and the implications for Quasi-governmental organizations which are trying to introduce or are operating the BSC system. This study suggests how to improve the problems of BSC as below : ① Building of reasonable and balanced evaluation index system ② Acquiring of comparability and equality through adjustments of group evaluated ③ Enhancing of competence and professionalism of evaluating group ④ Alleviating of difference gap of performance incentives and promoting of non-money incentives ⑤ Enhancing of positive acceptance and recognition for BSC.

Kaplan & Norton introduce the BSC in early 1990s. after introducing the Balanced scorecard, The Balanced scorecard has been evolved in various function. In the various functional Balanced scorecard, this paper focuses on the logistics BSC, and the decision the weights of Key Performance Indicators. In this paper, a combination of Balanced scorecard and AHP-LTV based approach proposed multi-criteria provides a more accurate representation of the problem for measuring company.

Even though, the recent management innovation techniques: The 'Six-Sigma' and the 'BSC (Balanced Score Card)' are introduced to many different companies and are used very effectively. Based on the company's substantial and unique characteristics, the quality and the strategies on management are showing the reliability limits in applications in the company. Therefore, the Integrated Management System is presenting a model for stable application of the activity in the Six-Sigma based on the theoretical notions of the BSC.

Even though, the recent management innovation techniques: The 'Six-Sigma' and the 'BSC (Balanced Score Card)' are introduced to many different companies and are used very effectively, Based on the company's substantial and unique characteristics, the quality and the strategies on management are showing the reliability limits in applications in the company. Therefore, the Integrated Management System is presenting a model for stable application of the, activity in the Six-Sigma based on the theoretical notions of the BSC.