대한민국의 항공산업 대표 기업인 한국항공우주산업의 최근 9년간의 성장과정을 경영진단모델(Productivity Management System)와 연계하여 경영진단과 OJT(On Job Training)를 수행하였고 표준경영시스템(Disciplinary system)에서 변화대응시 스템(Agile system)으로 성장하는 과정의 사례연구를 통한 기업의 경영시스템 고도화 과정과 지속 가능한 성장의 경영시스템 기반 확보에 관한 사례를 통한 실증연구 방향을 제시하고자 한다.

This study investigates application cases of facility management system model for enhancing facility productivity of industry filed around medium and small facility processing companies and finds the inefficiency of the existing management model. Following items are researched to seek out methods and measures to maximize facility productivity through empirical analysis by exploring and establishing a new management model. First, the empirical analysis, it is found that the overall equipment efficiency index used for facility productivity management in the companies has a difficulty being used as the index for it in actual medium-small processing companies. Second, a new facility management system model applying standard cycle time is suggested among facility management index system to measure facility productivity. Third, the empirical analysis is used to verify that developed facility management system model is a useful method to manage the facility productivity by applying the model to actual medium-small processing companies. Finally, it is necessary to implement comparison analysis on whether actual productivity enhancement induces a distinctly different result by using a new facility management index system model to be inhibited in this study.

This paper deals with the productivity increment through construction of HT8 production system for automobile factory in China. HT8 production system start to build up several management indices. The important management indices consists of organization management, location management, management of order, management of defective item, management of delivery information, and warehouse management. This HT8 production system is expected to obtain the improvement for overall organization management and reduction by 50% in warehouse cost.

Competitive capacities in terms of price are rapidly deteriorating since the 1990's due to the competition and rapid pursuit of surrounding nations, exchange rates, increased wages, and labor and management disputes etc. Therefore, this paper shows the significant contents of preceeding research, surveys the employees of small and medium manufacturers who implemented the Toyota production system to conduct various analyses to determine the effect of the operation achievements so as to propose methods to effectively implement the Toyota manufacturing system and maximize long term operational achievements.

Advanced countries worldwide lead government leading management innovation by suggesting unique managing system which can be survived in global economy war including JQA of Japan and EFQM of Europe based basically on MBNQA of U.S.A. and by rewarding to suitable companies. Mckinsey, global management and consulting company points out that Korea has no management because Korean productivity level which dependence to small and medium sized companies is high by the limitation of elemental invests leading type growth strategy including labor and capital is only 1/2 of U.S.A. and 2/3 of Japan. In particular, the competitive power of Korean small and medium sized companies goes into a recession by productivity lowering according to the chinese follow-up, laboring time shortening, variety and aging, and fundamental management innovation activities for reinforcing survival and competitive power are needed. Therefore, in this study, we try to construct the model of productivity managing system of innovation type small and medium sized companies which make excellent results.

This study's purpose centers plant management activities that is management system for total plant efficiency's maximization, plant evaluation system that production and safety management activities factor that is enforcing in manufacturing industry can develop evaluation model that can evaluate quantitative activities in process that maximize productivity and safety efficiency wishes to do design.

All machines and systems in a firm should be managed for optimizing its productivity. Actually, however, it is hard to manage the machines of a firm in collective methods because the company making each machine varies and the way maintaining each machine is various. As a machine Is out of order, the machine is fixed by the repair person from the company making the machine. Every time comes repair person to fix a machine firm having the machine would experience time loss and cost loss. Therefore, a firm needs to manage blueprint of their machine to reduce loss in time and cost and to maintain their facilities in TPM(Total Productive Management) to make operators manage directly. In this study, we suggest the method to manage a blueprint of a machine with TPM.

A company needs low cost and high efficient S/W tools to improve the white color productivity in daily operation, These needs may be satisfied by end-user knowledge management system to be suggested in this paper. We suggest that the end-user knowledge management is not made by specialized developer but directly made by end-users of some related managers using company-wide DB and department DB. We expect that this end-user knowledge management system will increase the efficiency of end-user daily operation and minimize the total life cycle cost of end-user computing system in industry. The suggested end-user knowledge management system has been tested in some companies through the training course.