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In this paper, we propose new performance measure model in logistic industry. New model has been learned by key points of PZB model and advanced structure of MBNQA which has cause measure points and effect measure points. The structure of new performance measure model is cubic model which is reflected with time. We try to verify this model apply advance logistic company.

In this paper, we survey Six Sigma in Korea company real fields. Six Sigma itself are developed depend on each company culture and strategy. Our country has been more than 10 years since introduced Six Sigma in our country. Each company which work six Sigma are developed differ way depending on his company situation. Our country Six Sigma in our country is necessary to survey and analysis. Firstly, we survey how to use Six Sigma. Next, we survey to find success factor and failure factor by reports published by company and papers by published in journals.

Six Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) methodology as the process of a solving problem. Enterprises already propelling Six Sigma successfully, such as Motorola, GE and consulting companies, also traditionally propose DMAIC methodology. But, from activating Six Sigma, enterprises and Six Sigma‐consulting companies propose Six Sigma methodology matching indirection part of office and R&D part. As an exmaple, DFSS (Design For Six Sigma) is part of R&D application in GE. This study investigates Six Sigma methodology corresponding to the Right Process of the kernel factor. Especially for the optimum design of R&D, the study revises the definition of DFSS and the general organization through Lean DFSS methodology research and analysis.

Since the General Administration of Quality Supervision, Inspection and Quarantine of the People’s Republic of China published the GB/T19580‐2004: Criteria for Excellence Performance of China, many enterprises in China have adopted the Criteria to enhance their organization business management and to assess or self‐assess organization performance. On the bases of both the Criteria for Excellence Performance of China and the survey data from China Association for Quality (CAQ), this paper systematically explores the relationships among “leadership”, “strategy planning”, “customer and market”, “information, analysis and improvement”, “resources management”, “process management”, and “performance results” by using structural equations modeling and validates some of the anecdotal beliefs in quality management. This quantitative analysis provides a guideline for organizations in China to identify causal linkage among core value of total quality management and to identify strengths, deficiency, and opportunities to enhance competitive advantages and ensure the future business success.

Author considered the contradiction of Capitalism and its Solution, systemized the concept to newly define Ethics Management and social Responsibility whose various terminologies are used in Domestic and foreign country and compared, analyzed and considered global guideline, standard organization and global Evaluation Model of internationally‐performed Ethics Management on the basis of the concept of new Ethics Management.

Industry competition environment is not being meaning of internal and external distinction. This may be phenomenon of globalization progress. In this time, we wish to examine present level in our enterprise and also analyze cause relation between 7 category of China Excellence Performance model which is modified Malcolm Baldridge Model and compare with China enterprise by using the same questionnaire with China. It is right opportunity to obtain information by comparing China enterprise with the Korea. This questionnaire composition and contents used as it is questionnaire contents that enforce in 2007 in China CAQ. The survey on Korea enterprises’ is 509 by KSA in 2008, China is surveyed 1679 by CAQ in 2007. In Korea “leadership”, “strategy planning”, “customer and market”, “measurement, analysis and improvement”, “resources management” and “process management” stronger than China, but in China “performance results” is stronger than Korea.

Six Sigma has been one of main quality improvement approaches since Motorola first invented Six Sigma in 1987. Many scholars and consult experts have discussed the critical success factors of implementing Six Sigma management, but most of them are based on related theories or qualitative analyses. In the paper, we first review critical success factor of Six Sigma status quo based on literature. Then we design the questionnaire and survey China manufacturing enterprises that have introduced Six Sigma management. And finally, we analyze the critical success factors of China manufacturing industry implementing Six Sigma management by using structural equation model and find that leadership and Six Sigma strategy, focus on market and customer, evaluation and motivation, selecting, managing and implementing Six Sigma projects are four critical success factors of China manufacturing enterprises implementing Six Sigma management. At the same time, the paper also presents the relationships between the critical success factors. The results are of important role in China manufacturing industry locating resources, eliminating waste and improving Six Sigma performance.

The purpose of this paper is to determine the key ingredients of Six Sigma in order to grasp and understand its essential characteristics and then identify suitable ingredients and complements in consideration of vision, strategies, capability, and circumstance of a company.

The study outlines the range of research in Korean enterprises, suppliers, and SMEs. Potential ingredients collected from previous studies about critical success factors, ingredients of Six Sigma and TQM, and criteria of quality awards (Malcolm Baldrige National Quality Award (MBNQA), European Foundation for Quality Management (EFQM) Award, Deming Prize, Korean National Quality Award) are classified into 11 categories based on Six Sigma expert opinions and affinity analysis. Also, questionnaires are surveyed from champions, master black belts and black belts in 90 Korean companies that have more than three years of experience in implementing Six Sigma. Statistical analysis with factor analysis and hypothesis testing has been done to select the key ingredients and to find the differences among the diverse types of companies.

By using factor analysis, three main factors are derived for each category respectively, and consequently 30 factors in 11 categories are concluded as the key ingredients of Six Sigma in Korean companies. There is a significant difference in importance of Six Sigma key ingredients according to company size, business type, and implementation phase.

A study may be conducted to identify Six Sigma success factors according to corporate characteristics from key ingredients identified in this study in future.

The paper investigates the key ingredients of Six Sigma based on a survey of diverse sizes, industries, and implementation phases of Korean companies. Compared with other studies conducted by empirical methods, the survey data are statistically analysed and the evaluation results are represented as quantitative indicators.