본 논문에서는 다중 시그마포인트 세트(MSP)를 사용하는 분산점 칼만필터(UKF)인 UKF-MSP를 소개한다. 비선형 동적시스템을 표현하기 위해 널리 알려진 Bouc-Wen 모델을 사용하였고, 비선형성 고려가 가능한 칼만필터 중 UKF를 선정하였다. 그런데 UKF는 두 가지 인공오차와 시그마포인트의 분포를 결정하는 스케일링 파라미터의 값을 튜닝(Tuning)하는 과정을 통해 적절히 설정해야만 대상 동적시스템의 추정하고자 하는 상태(State)를 정확히 추정할 수가 있다. 본 논문에서는 후자의 스케일링 파라미터 설정 문제를 완화하고자 하였으며, MSP를 사용함으로써 기존 UKF에 비해 칼만필터 튜닝 과정에 덜 민감한 UKF-MSP를 제안하였다. 지진으로 인한 급격한 구조손상 시나리오에 대해 UKF-MSP의 안정성을 검증하였다. 제안된 방법은 튜닝과정을 완화함과 동시에 다른 칼만필 터 파라미터인 인공오차에 대해서도 덜 민감한 거동을 보임을 확인하였다.

This study investigated the method of continuous improvement of small-medium company production processes through POSCO's QSS(Quick Six Sigma) activities. QSS is a field operation technique that encompasses the advantages of Six Sigma, TPS(Toyota Production System), TQM (Total Quality Management), and IE(Industrial Engineering). Through this, POSCO not only encourages activities centered on related small and medium-sized partners, etc., but is also expected to contribute to the continuous improvement of the company's own production process through QSS activities. In this study, rather than unconditionally carrying out activities according to the needs of large companies, the research is to help the continuous improvement of the actual production process of small and medium-sized enterprises by effectively applying and spreading QSS activities in consideration of the characteristics and environment of the company. For this purpose, empirical research is conducted on the process improvement activities and QSS activities of company Y, which has less than 100 assembly and production quality and inspection processes among SMEs. The changes in the production process improvement of SMEs through the application of the final QSS were investigated through empirical studies.

Six Sigma is a philosophy and systematic methodology for quality improvement. It encourages continuous quality improvement efforts to achieve the ideal goal of 6σ. Sigma(σ) is a statistic representing the standard deviation of the normal distribution, and 6σ level means a level where the tolerance of the specification is six times the standard deviation of the process distribution. In terms of the defective rate, the 6σ level achieves the 0.002 defectives per one million units. However, in the field, the 6σ level is used in the sense of achieving 3.4 defects per one million opportunities, which shows a large gap from the 6σ level in the statistical viewpoint. This is because field practitioners accept a 1.5σ shift of the mean of process when calculating the defective rate under sigma level. It said that the acceptance of 1.5σ shift of the mean is from experience, but there is no research or theoretical explanation to support it logically. Although it is a non-scientific explanation based on experience, considering that there has been no objection to the 1.5σ shift for a long time and it is rather accepted, it is judged that there is a reasonable basis for the 1.5σ shift. Therefore, this study tries to find a reasonable explanation through detective power of control chart via the run-rules to the 1.5σ shift empirically recognized by practitioners.

This study is an empirical study on the relationships among success factors of six sigma(support of top management, education and training, performance-based reward, customer and quality focused thought) on change management activity and business performance. In particular, mediating effect of change management activity on the relationship between success factors of six sigma and business performance is empirically analysed to find causes and impacts among these variables. The study results are as follows: First, there were positive relationships between critical success factors of six sigma(except support of top management) and change management activity. Second, there was also a positive relationship between change management activity and business performance. Third, there were also positive relationships between critical success factors of six sigma and business performance. Finally, change management activity was partial mediating effects on the relationship between critical success factors of six sigma(education and training, performance-based reward, customer and quality focused thought) and business performance. On the other hand, support of top management had no mediating effect on business performance.

이 연구는 농구 경기장내 마케팅의 효용성을 확인하기 위해서 마케팅의 여러 연구 기법들 중 시선추적 기술을 이용하여 동공이 확장 되었을 때의 시선 관찰 및 관심도를 측정하고 비교 분석하였다. 특히 동공이 확장된 구간을 산출하기 위해 유효테이터를 중심으로 동공의 크기가 2시그마 범위 상위 2.275%일 때의 구간별 데이터를 정리하고 이전 연구에서 산출된 3시그마의 상위 0.135%일 때의 구간별 데이터와 전체 유효 데이터를 주시 빈도에 따른 변곡점으로 구분하여 분석하였다. 또한 전체 유효 데이터와 동공의 크기가 유의미하게 커졌다고 판단되는 범위들 간의 상관도를 분석하였다. 그 결과 가장 시선이 많이 머무른 구간과 동공이 크기가 유의미하게 커진 부분은 완전히 일치하지는 않았으나, 전체 유효 데이터와 동공크기 2시그마 상위 데이터의 상관분석은 .805로 가장 높은 상관관계를 나타내었으며, 동공크기 2시그마 상위 데이터와 동공크기 3시그마 상위 데이터의 상관분석은 .781의 상관관계를 보였고 전체 유효데이터와 동공크기 3시그마 상위 데이터 상관분석은 .683의 상관관계를 보였다. 따라서 동공의 크기가 확장 되어진 구간과 시선추적 데이터에서 시선이 많이 머무른 구간이 유사함을 알 수 있었으나, 동공의 크기가 유의미하게 확장되었다고 판단되어지는 구간의 데이터 일수록 전체 데이터와의 상관도가 떨어지는 것을 알 수 있었다.

The company's most important goal is to generate revenue. Managers want to lower prices, improve quality, and increase productivity. So many innovative activities have been developed. Businesses must perform management innovation. But many companies fail due to the difficulties of innovation. POSCO developed QSS with advantages such as TPS(Toyota Production System), TPM(Total Quality Management), Six Sigma, and IE(Industrial Engineering). The KOREA government spread QSS activities to enterprises. QSS activities are applied to manufacturing companies through training and activities, and basic capacities, maintenance capabilities, and improvement capacities are evaluated before and after the evaluation. An empirical study on BPR of companies through QSS innovation.

This study is an empirical study on the relationships among success factors of six sigma(support of top management, education and training, performance-based reward, customer and quality focused thought), job satisfaction, and quality performance. In particular, mediating effect of job satisfaction on the relationship between success factors of six sigma and quality performance is empirically analysed to find causes and impacts among these variables. A survey was conducted on the employees working in ‘H’ company which is applying six sigma at Ulsan City. The survey questionnaires were sent to 300 people and 216 of them were returned. Data obtained was analyzed with SPSS 18.0. The study results are as follows: First, there were positive relationships between critical success factors of six sigma(except support of top management) and job satisfaction. Second, there was also a positive relationship between job satisfaction and quality performance. Third, there were also positive relationships between critical success factors of six sigma(except support of top management) and quality performance. Finally, job satisfaction were full mediating effects on the relationship between critical success factors of six sigma(education and training, performance-based reward) and quality performance. Critical success factors of six sigma(customer and quality focused thought) had a partial mediating effect on quality performance. On the other hand, support of top management had no mediating effect on quality performance.

This research discusses the characteristics and the implementation strategies for two types of quality metrics to analyze innovation effects in six sigma projects: fixed specification type and moving specification type. Zst, Ppk are quality metrics of fixed specification type that are influenced by predetermined specification. In contrast, the quality metrics of moving specification type such as Strictly Standardized Mean Difference(SSMD), Z-Score, F-Statistic and t-Statistic are independent from predetermined specification. Zst sigma level obtains defective rates of Parts Per Million(PPM) and Defects Per Million Opportunities(DPMO). However, the defective rates between different industrial sectors are incomparable due to their own technological inherence. In order to explore relative method to compare defective rates between different industrial sectors, the ratio of specification and natural tolerance called, Ppk, is used. The drawback of this Ppk metric is that it is highly dependent on the specification. The metrics of F-Statistic and t-Statistic identify innovation effect by comparing before-and-after of accuracy and precision. These statistics are not affected by specification, but affected by type of statistical distribution models and sample size. Hence, statistical significance determined by above two statistics cannot give a same conclusion as practical significance. In conclusion, SSMD and Z-Score are the best quality metrics that are uninfluenced by fixed specification, theoretical distribution model and arbitrary sample size. Those metrics also identify the innovation effects for before-and-after of accuracy and precision. It is beneficial to use SSMD and Z-Score methods along with popular methods of Zst sigma level and Ppk that are commonly employed in six sigma projects. The case studies from national six sigma contest from 2011 to 2012 are proposed and analyzed to provide the guidelines for the usage of quality metrics for quality practitioners.

6 sigma is a management innovation strategy which improves most of all managerial processes including transactional and project based operations such as marketing, purchasing, accounting, and construction. Even though 6 sigma is trying to solve problems from the customer’s viewpoint in the scientific manner, project leader feels some difficulties in implementation because of several reasons. Especially the difficulties are prevalent in construction site. This paper investigates the cause of the difficulties through questionnaires, analyzes the investigation results, and verifies the critical success factors of 6 sigma implementation. Factor analysis has been usually employed in reducing quantity of data and summarizing information chaos. In this study, several variables from questionnaires are grouped into just only four factors by the process of factor analysis. The critical success factors are extracted as project management system, implementation mechanism, site condition, and project ownership. Some ideas for each individual success factor are suggested, which are expected to be useful in successful implementation of 6 Sigma in construction site.

Among many potential problems associated with passenger cars, the problem regarded as most sensitive and important to the customers is the passenger car’s quietness. In particular, because the trend toward the high-performance passenger cars is increasing, the quietness should be considered reflecting the increasing demand of the customers for the comfort of passenger car ride. Road noises are of low-frequency in the region of 20Hz to 350Hz, generated when the tires are making contacts with the rough road surface while the passenger car is running, in which the noises are resonating within the passenger compartment or with the passenger car suspension. In this research, among the factors related to the road noises, the influencing factors associated with the suspension and the tire design were investigated. In particular, among the tire design factors, the structure and the rubber material were investigated as the influencing factors, and for the investigative purpose, experimental tires were manufactured and road noise evaluations were conducted thorough actual feeling tests. Then the test results and correlations were analyzed using the 6-Sigma statistical method.

Because of user's apathy and carelessness, it is difficult to keep the public places (such as school practical rooms) clean. In this study, we presented a six sigma project to improve the level of cleanliness of a university laboratory. We applied the DMAIC (define, measure, analyze, improve, and control) procedure which is the general methodology of the six sigma project. In the process of DMAIC, we listened to the VOC, quantified the level of cleanliness as the level of sigma, and performed various activities to improve user's consciousness level. As a result of the project execution, cleanliness satisfaction has been increased about more than three times. It is expected that results of the proposed case study can be applied to other public places. Also, this study showed the academy campus can be used as a good place for the practical six sigma education.

This paper aims to propose a new steps of hypothesis testing using analysis process and improvement process in the six sigma DMAIC. The six sigma implementation models proposed in this paper consist of six steps. The first step is to establish a research hypothesis by specification directionality and FBP(Falsibility By Popper). The second step is to translate the research hypothesis such as RHAT(Research Hypothesis Absent Type) and RHPT(Research Hypothesis Present Type) into statistical hypothesis such as H0(Null Hypothesis) and H1(Alternative Hypothesis). The third step is to implement statistical hypothesis testing by PBC(Proof By Contradiction) and proper sample size. The fourth step is to interpret the result of statistical hypothesis test. The fifth step is to establish the best conditions of product and process conditions by experimental optimization and interval estimation. The sixth step is to draw a conclusion by considering practical significance and statistical significance. Important for both quality practitioners and academicians, case analysis on six sigma projects with implementation guidelines are provided.

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.

Convergence encompasses all those activities required to create additional or innovational values, involving realigning or restructuring among several industries, technologies and services. Those convergence strategies that fail to create these values or innovation will have very small probability of success. In other words, the effective strategies for successful convergence should be able to bring out new values or experiences to customers via product/service innovation or sometimes operational excellences. In 2005, Samsung SDS developed a 6sigma methodology called, SCM 6Sigma, with the similar motivation. In this paper, SCM 6Sigma will be applied to develop effective and concrete convergence strategies.