한국 혁신 생태계는 후발 추격자에서 ‘민간 주도의 건강하고 역동적인 생태계 조성을 위한 정부의 역할이 중요한’ 창조적 선도자 단계로 진화해 왔다. 한국의 혁신 생태계는 그동안의 획기적인 발전과 양적 확대에도 불구하고 혁신 성과의 정체 현상, 생태계 내 및 글로벌 연계 활동의 부족 등을 보여주고 있다. 미래 지향적인 혁신 생태계 조성을 위한 차세대 혁신 생태계 모델이 요구되는 상황이다. 기존의 이론적 근거를 바탕으로 혁신 생태계의 바탕을 이루는 것이 기업간 네트워크라는 관점에서 차세대 혁신 생태계의 요소로 기업간 네트워크 외에, 기업 역량, 공공 연구기관, 민간 산업단체, 기술 인프라, 정책 주체를 바탕으로 5개 요소를 설정하고, 불연속적 기술 및 시장 변화에 부응하는 ‘민간 주도의 건강하고 역동적인’ 혁신 생태계로서의 차세대 혁신 생태계 모델을 제시하였고 혁신 생태계구축 역할을 담당하는 정책 주체의 구체적인 방향을 제시하고, 본 연구의 의의를 제시하였다.

Governments around the world are enacting laws mandating explainable traceability when using AI(Artificial Intelligence) to solve real-world problems. HAI(Human-Centric Artificial Intelligence) is an approach that induces human decision-making through Human-AI collaboration. This research presents a case study that implements the Human-AI collaboration to achieve explainable traceability in governmental data analysis. The Human-AI collaboration explored in this study performs AI inferences for generating labels, followed by AI interpretation to make results more explainable and traceable. The study utilized an example dataset from the Ministry of Oceans and Fisheries to reproduce the Human-AI collaboration process used in actual policy-making, in which the Ministry of Science and ICT utilized R&D PIE(R&D Platform for Investment and Evaluation) to build a government investment portfolio.

This study explores how the fashion and product designers of luxury and premium brands envision the direction of product innovation. The findings include valuable support for the luxury brand strategy of moving towards innovation in sustainability, customization, and developing the new concepts of rarity of experience and luxury sports products.

This study is one of a study of the innovation process of Co-Created Value (CCV) typed Supermarkets in Japan. The study is done through a collaboration style with Yaoko and Hallo-day, which are recognized as the most CCV typed Supermarkets in Japan for the past 6 years (The two Supermarkets are similar to Wholefoods Market and Wegmans in the U.S.). Basically, this study aims to indicate the mechanism of why these SM manage to grow continuously. The hint to finding the answer in these SM is hidden in“Highly Sticky Information (HSI)”, which is the precious information attached to these employees working in Meal Solution Space refined as “Cooking Support Corner (CSC)”. This HSI is only the source of a competitive power. In Management and Marketing study, I believe the Market Orientation (MO) and CCV is strongly related. To note, inside the company function is MO, and outside relation of the company and the consumer is defined as CCV (See Figure 1). The existing studies in this study are summarized into five directions; “Theory of Sticky Information (TSI), Service-Dominant Logic (SDL), Service-Logic (SL), CCV, and MO”. First, TSI by v. Hippel (1994) and Ogawa S. (1998) were advocated. This theory explains that the HSI is attached to people, and it is the precious information (e.g., Consumers’ needs, insights, and dissatisfaction experience in retailing) and its transfer cost is expensive. Therefore, the company must find a way to collect this precious information in low cost and smoothly absorb such information effectively in their company. In order to do so, the company needs to have a place to communicate with their customer. This lead to the incremental innovation of interactive community space within SM. Secondly, the SDL by S.L. Vargo and R.F. Lusch (2004), and the SL by C.Grönroos, (2006) were advocated. Their concept is basically common understanding of“Consumer 1)shinya.nakami182367@gmail.com Creates Context Value.”However, SDL tends to centralize the concept from the point of the goods more so compared to SL, ; SDL is based on 4Ps marketing in the U.S., whereas the SL is based on the relationship marketing and service marketing in North Europe. Third, the CCV by C.K. Prahalad & V. Ramaswamy (2004) and Muramatsu,J. (2015, 2016) were advocated. Their concept is related to the SDL and the SL. In short, their concept explains that the Value communicates and interacts with consumers and employees in the communication space (Real-Store or Virtual), then, the consumers may need to explain a bit, and finally they create the context value. This stream is the “CCV in Marketing.”And it is important that“Consumers Create Customer Experience”.Nowadays, as many may have already recognized, the CCV is closely related to “Omni-channel”phenomenon. At last, MO by K. Kohli & B.J. Jaworski (1990) and J.C. Narver & S.F. Slater (1990) were advocated. Their concept is constructed roughly in three processes. First step is to collect the customers’ needs and insights. Second step is to sharing such resource within the company. Third step is a feedback, which allows improvements and the production of goods and service to the customers. MO shows how the company understands and work with the customers’ viewpoint. In summary, TSI, SDL, SL, CCV and MO are closely linked with the concept of “Customer Satisfaction and Engagement Orientation by V. Kumar (2016)”in service marketing. And this study is very unique to connecting CCV and MO based upon“TSI”in Japanese CCV typed SM, using not only quantitative, but also in qualitative survey. Next, the purpose of this study is to analyzed the relationship between Performance and “CCV and MO” with awareness of HSI, which is attached to the employees working in Meal Solution Corner of CCV typed Supermarkets, and to make a theoretical framework. The main SM reference is Yaoko in Saitama prefecture and Hallo-day Co. in Fukuoka prefecture, Japan. They both hold two unique and strong points. First, they have a clear cooperate policy. Another is that they have established a clear business positioning. In their interviews, the head representatives from both SM stated that, the most important key for the SM is to be loved by their customers, and to be trusted. Also, my hypothesis was that because the two SM companies had the strong character of CCV orientation, they can continue on with the incremental innovation. The reason why is that, they had 5 elements from customers’ viewpoint, “Koten-keiei” based on Chain Operation, CCV Orientation, Hypothetical Culture, Learning Organization, and Cross-Functional Organization (Nakami 2015, 2016). With 5 such key elements, they manage to increase the sales and profit for over 20 years. In Retailing, store has two meanings. One is a space for selling goods, the other is that it is a “community space” for the residents in each region. Nowadays, the latter role seems to be especially important for strategy in differentiating with Virtual-retailer versus Real- retailer. The two SM companies, Yaoko and Hallo-day, have interactive communication space called “CSC”at the store. The employees as house-wife is working in CSC (Often times, the employees are also relatable to consumers as they themselves are housewife working part time.). By communication of employees and customers in CSC learns about customers’ needs, insights, and possible dissatisfaction in service and even some resource issues within the consumer’s family. These precious information are the most precious and important resources for the retailers. Therefore, CSC is positioned as the information center between the store and the Headquarter. But the average SM has not recognized this importance. They have recognized CSC simply as a Sample Tasting Corner. This is a big mistake. They see the place as similar to eat-in-corner. CSC is the space of “Solving Problem”in the customers based on Job theory by C.M. Christensen (2016). In this study, there is one more important viewpoint, which is known as MO. This concept was proposed by Kohli & Jaworski (1990) and Narver & Slatter (1990). This study is based on the concept of MO in the action viewpoint by Kohli & Jaworski, where the employees working in CSC has the HSI from the customers and share this with the store amongst different departments along with the headquarter, and to propose the counter action to the customers. If the retailing has understood this concept, they would be able to produce incremental innovation. The research question of this study as mentioned in prior, has two unique points. One is to why this study analyzes the importance between performance and HSI, CCV and MO both the consumer’s side and Company’s side. In short, one of the character is how the consumer reputes the CSC with HSI. Second is to how the middle management (GM and manager) working in Yaoko and Hallo-day’s headquarter and the management (shop manager and the chief in each department) in the store repute the CSC, and to what degree do they hold the ability of MO (See Figure 2). There are two analysis approaches in this study. First, Regression Analysis approaches the store-loyalty-focuse of CSC from consumers’ side. Second is Covariance Structure Analysis, which is similar to Sakagawa’s where after the factor analysis of MO and CCV ability in both Headquarter and Store management workers within he company side. The summary of this study is as follows. The consumers see the CSC as the space to gain further and deeper knowledge of goods and a place of communal gathering and interactive space, with mind also placing in hopes that they can provide awareness to the workers in regards to their dissatisfaction in service or further requests and demands in service. On the other hand, the management layers in headquarter reminds CSC as the space of cross MD and the space to execute MO”. The store manager is almost same similar to the management layers in headquarter. However, the difference in view of the two may seem the only true difference is MD Standardization. The reason why is that a manual is needed to establish MO within a store. This CCV typed study result seems to be similar to the study result of Sakagawa’s Chain Store Model in Japan (2016) that MD Standardization is important to execute MO in Retailing especially. In present, this study is continuing to build up the research framework compared between Chain Store Model in Japanese SM by Sakagawa Y. (2016) and CCV Model, and whether there is a CSC in store or non-cooperating supported Hallo-day SM quantitatively. At the GMC2018, I plan to deliver the report of analyzed result and the research framework. Finally, these findings of quantitative and qualitative study will be useful and beneficial towards the study of innovation process in the retailing, both consumers’ and companys’ viewpoint. Perhaps, HSI will be more effective to create CCV and MO in Retailing as the platform between the consumers and retailers continues to seek for enhancement in high quality and demand. Also, this study will be extended to Omni-channel study to make Customer Experience in Real store and Virtual (Customer Touch-point).

The new businesses started by the companies usually results in being unsuccessful. The main reasons for that are either aiming targeting wrong customers, unsatisfaction of customers’ requesting quality standards, or taking wrong actions against the competitors in the market. Therefore, companies should aim the targets for the newly developing products based on the fulfilling values for the customers when they start the new businesses, and should take good cares for risk managements at the each step of the new business to prevent the failure in advance. In addition to that, the companies starting new businesses not only need to take the customers attributes (CA) into account, but they also should apply the new technologies as one system to initiate a new business to satisfy the basic wants of the customers. This article suggests the New Product Development Pursuing Model using the Indicative Planning methodology and the Quality Management tools. The New Product Development Pursuing Model would be completed by the following steps as below; 1. Drawing the CTQ (Critical To Quality) for setting up the new product development objectives by : i) using the VOC (Voice Of Customers) obtained by the QFD (Quality Function Deploypment) if the market is mature, ii) applying AHP (Analytic Hierarchy Process) to information in the QIS (Quality Information System) if the market is unmature to get enough need information of the customers. 2. Risk Management in NPD : The NPD pursuing model consisted of the IP (indicative planning) is suggested not by the process of top-down-way mandatory planning process, but by the tools used in the administrative science and economic fields, namely by governance. The companies could apply innovative methodology for new products development processes to fulfil the customers satisfaction in the fields, through the CA (Contingency Approach) of the NPD (New Product Development) process.

본 논문은 2016년 하계 학술대회 발표 자료로서, 중견 기업에서의 ERP 시스템 구축 시 사전 설계 활동으로서의 PI컨설팅을 포함한 ERP 구축과 PI 활동 없이 ERP가 구축된 ERP 서비스에 대하여 두 집단간의 서비스 품질을 분석하고 비교하고자 한다. 이를 위하여 일반적인 오프라인에서의 서비스 품질 평가 모형인 SERVQUAL 모형과 IT 환경에서 서비스 품질을 분석하는 E-S-QUAL 모형 등의 다양한 연구모형을 참조하여 서비스 품질 모형(Service Quality Model)을 제시하여 두 집단에 적용하여 분석한다. 연구모형의 분석을 통해 PI 수행 여부에 따라 두 집단에 구축된 ERP 서비스 품질척도에 영향을 미치는 품질 결정 요인들을 식별하여 주요한 품질 결정 요인의 개선을 통한 ERP 서비스의 품질을 개선하고자 한다. 이러한 연구 과정을 통해 각 연구 모형과 요인들 간에 미치는 영향에 대한 결과를 분석하며, 분석 결과를 통하여 서비스 품질의 개선을 위한 경영적 시사점을 도출하고자 하는 목적으로 작성되었다.

아키텍처 혁신은 급진적 혁신과 달리 기술적 불연속성의 정도는 낮지만 제품 아키텍처의 변경을 통한 기술적 성능개선 폭은 큰 혁신으로 이해되고 있다. 신생 산업의 초 기, 급진적 혁신 제품의 개발에 성공한 기업은 이후, 열등한 아키텍처 효율성 문제를 극복하 지 않으면 더 이상 기술적 성능 개선이 둔화되는 시점에 도달하게 된다. 이 지점에서는 급진 적 혁신 단계에서의 열등하지만 창의성이 깃든 제품 아키텍처의 창출 경험은 오히려 아키텍 처 혁신의 장애물로 작용하게 될 수 있다. 본 연구는 아키텍처 혁신 전후의 시장 요구변화와 이에 대한 기술적 해결 전략을 단계모델의 관점과 문제해결 모델의 관점이 결합된 분석틀의 구축을 통해 이해해보고자 하였다. 한국의 중소기업 자화전자(주)는 산업 초창기 휴대폰에 장착되는 진동모터의 급진적 혁신에 성공 후 아키텍처 혁신과 연관된 장애물들을 극복함으로써 마침내 자신이 개발한 진동모터의 본격적 확산에 성공할 수 있었다. 본 연구는 진동모 터의 개발과정에 대한 능동적 참여관찰을 통해 단일 사례를 종단적으로 깊이 연구함으로서, 이 과정이 어떻게 진행되었는지를 이해하고자 하였다.

The importance of Human Resource Management is big issue in business management recently. However, employ's job satisfaction is appeared as low. In this study, surveys were conducted among those long-term employs. The importance of job satisfaction is prioritized by AHP analysis based on results of survey to compare to the results of previously studied research. And this study will contribute to improvement of job satisfaction by comparing the facts in two different groups of occupation.

The purpose of this study is to introduce the limit of previously used six sigma quality process evaluation metrics, Zst and Ppk, and a solution to overcome this drawback by using a metric based on performance evaluation of Z-factor quality innovation. Case analysis on projects from national six sigma contest from 2011 to 2012 is performed and literature review on new drug development HTS (High Throughput Screening) is used to propose innovative performance evaluation metrics. This research shows that experimental study on six sigma evaluation metric, Zst and Ppk, have no significance difference between industrial type (Manufacturing, Semi-Public Institute, Public Institute) and CTQ type (Product Technology Type CTQ, Process Technology Type CTQ). Following discovery characterize this quality improvement as fixed target type project. As newly developed moving target type of quality innovation performance metric Z-Factor is used for evaluating experimental study, hypothetical analysis suggests that Zst and Ppk share different relationship or even show reciprocal relationship. Constraints of the study are relatively small sample size of only 37 projects from past 2 years and conflict on having interview and communication with six sigma quality practitioner for qualitative experimental study. Both moving target type six sigma innovation project and fixed target type improvement project or quality circle enables efficient ways for a better understanding and quality practitioner use by applying quality innovation performance metric. Downside of fixed target type quality performance evaluation metric, Zst and Ppk, is presented through experimental study. In contrast, advantage of this study is that high throughput requiring product technology, process technology and quantum leap typed innovation effect is evaluated based on precision and accuracy and Z-Factor that enables relative comparison between enterprises is proposed and implemented.

This thesis introduced a model of diagnosing a company's quality management, and a process of achieving quality innovation based on the model. As for study methods, books and theses related to quality and process innovation were collected for investigation, a survey on internal employees to investigate major issues of quality and standard consciousness was conducted, and 5DP was discussed for balanced process analysis.

This thesis introduced a model of diagnosing a company's quality management, and a process of achieving quality innovation based on the model. As for study methods, books and theses related to quality and process innovation were collected for investigation, a survey on internal employees to investigate major issues of quality and standard consciousness was conducted, and 5DP was discussed for balanced process analysis.

생산성 및 품질혁신을 위하여 Lean 6시그마에 대한 다양한 국외 적용사례는 존재하나, 고도의 하이테크 산업이며 품질을 최우선으로 삼는 항공산업에 적용 및 평가에 대한 국내 연구사례는 거의 전무한 것이 현실이다. 본 연구에서는 린 6시그마 기법이나 사상들이 국내 항공산업 프로세스의 생산성 및 품질을 향상시키는데 과연 적합한지 판단하여, 현장적용을 사례로 적용 방법론을 제안하는데 목적이 있다.

The corporate R&D(Research and Development) has a primary role of new product development and its potential is the most crucial factor to estimate corporate future value. However, its systemic inadequacies and inefficiencies, the shorten product life-cycl

  Goal of "Single PPM Quality Innovation Movement" is to achieve perfect quality through participation of all members in the production line to achieve zero defects.   Six Sigma has been used by many leading corporations as a tool for Management Innovatio

The average BOD concentration was found to be about 269mg/L before a process innovation, but after the innovation, it became 30mg/L, which satisfied the effluent standard of 120mg/L. The removal effluent standard of 120mg/L. The removal efficiency was about 60～80%, and the concentration of the treated water was found th be low. after the process innovation, the average COD concentration was 29mg/L, and the CODmn removal efficiency became low to the level of about 65～76%, which was found lower than the effluent standard of 130mg/L. After the process innovation the SS average concentration of the treated water was 13mg/L, which was lower than that before the innovation (32mg/L). By the activated sludge process innovation, the SS removal efficiency was improved to be 30～70%. The average concentration of total coliform before the process innovation was 6100 count/mL because an Activated sludge process only occasionally pass over the allowed standard(The average number of the total coliform of Activated sludge process treated water was about 8100 count/mL), UV disinfection process was introduced. after the introduction, the average number of the total coliform was 1800 count/mL, which satisfied the allowed effluent standard of 3000 count/mL.

Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays. Although most companies had previous good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in my case, if they want next project, they need a new plan which needs additional fund and resource. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.

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.

Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays, Although most companies had provious good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in many case, if they want next project, they need a new plan which needs additional fund and re source. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.

반도체 제조 시스템에 대한 다양한 상황과 관련한 연구는 많지 않다 게다가, 모든 상황에 항상 적합한 생산시스템 전략은 없다. 반도체 제조공정 시스템에 대한 스케줄은 생산공정의 재진입, 공정의 높은 불확실성, 급속하게 변하는 제품과 기술과 같은 특성 때문에 반도체 제조공정시스템에 대한 스케줄은 복잡하고 어려운 작업이며, 사이클타임의 절감 및 단위시간당 생산량의 증대와 같은 시스템 목적을 달성하기 위하여, 반도체 제조 시스템에 대한 좋은 방법을 발견하기 위한 많은 연구가 있었다. 반도체 산업의 생산 흐름은 가장 독특한 특징을 가지고 있으며 생산계획과 반도체 제조의 스케줄링과 계획을 어렵게 하고 있다. 각각 다른 단계에 있는 자재는 같은 장비의 사용을 위해 경쟁을 하는데, 이로 인하여 작업시간 보다 단지 기다리는 시간에 상당한 시간을 할애하고 있다. 따라서 본 연구에서는 선행 연구를 바탕으로 반도체 공정에 모듈 생산방식을 접목시켜 공정의 사이클 타임을 줄이고, WIP를 최소화하여, 생산량을 최대화는 방안을 제시하고 공정 모듈 시스템 (Process Modular System)을 구축하고자 한다.