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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.

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.

This is an R&D project on design optimization of the inner shield of the Omega colour picture tube at Samsung SDI in Korea. This was an R&D project which basically used the IDOV (Identify, Design, Optimize, Validate) process for Six Sigma implementation. Most Six Sigma projects use the process of DMAIC (Define, Measure, Analyze, Improve, Control). However, this project introduces a new cycle, RDIDOV (Recognize, Define, and IDOV∥. Here CPT means Colour Picture Tube. Samsung SDI is one of the two companies which began Six Sigma in Korea. This case study shows a good exmaple how an R&D Six Sigma project can be usefully employed in manufacturing companies using a new process cycle.

The purpose of this paper is to describe a Six Sigma‐based method to renovate library and information services with great emphasis on the information acquisition process.

The paper conducts a case study into a corporate research library of a telecom company in Korea to identify and remove ineffective components and unnecessary steps in library works and services. Specifically, it uses Six Sigma's DMAIC (define, measure, analyze, improve, and control) methodology to improve the process of purchasing overseas academic/scientific information and to enhance user satisfaction with information utilization.

The paper identifies 12 key factors, which have a great effect on information acquisition time and information utilization, and then proposes the improvement plans for those identified factors. Thanks to the successful implementation of Six Sigma, information acquisition time has been reduced from 25.9 days to 8.1 days, and the level of user satisfaction with information utilization has been greatly increased from 6.74 points to 8.46 points on the Likert scale.

This study is very meaningful in that it is the first attempt in Korea to apply Six Sigma to library and information services. In this work, Six Sigma has been applied only to an information purchase process, but can be extended to a variety of other library processes such as loan, cataloging, etc. for the purpose of raising the efficiency of library works and improving the quality of other information services.

This study proposes a research model to test whether Six Sigma‐based management activities improve corporate competitiveness in Samsung Group.

The paper's model was validated and its hypotheses tested using structural equation model analysis.

Empirical results showed that Six Sigma activities do indeed contribute to revitalized process management, improved quality, and, finally, lead to corporate competitiveness.

The survey data were collected at the individual level, such as GB, BB, MBB, and limited to the affiliated companies of Samsung Group. To obtain more meaningful results, data would be collected at the corporate level and the pool of subjects expanded. However, this paper shows that the four fundamental factors (CEO's will, Communication, Training, and Policy) as well as three substantial factors (Information Utilization, Standardization, and Promotion) are meaningful activities influencing the success of Six Sigma management significantly.

The main contribution of this paper lies in the establishment of a causal relationship among Six Sigma activities, process innovation, quality improvement, and company competitiveness, as well as in the proposed managerial implications for Six Sigma projects.

This paper seeks to introduce a six‐sigma based methodology for the SCM domain which was developed and has been used in Samsung.

The paper provides a detailed description of how and why a six‐sigma‐based methodology for the SCM domain was developed in Samsung and presents a real industry case to illustrate the usage of the methodology.

In Samsung, the effort and investment in synthesizing SCM and six sigma, and developing a unique six‐sigma‐based methodology to improve its SCM operation, have turned out to be fruitful. The Black Belt program has produced highly qualified and talented SCM specialists, who are currently training the methodology to members in their organizations and leading SCM projects. SCM projects are being prepared and conducted in a more disciplined way and their outcomes are continuously monitored and shared through the company's repository.

To generalize its usefulness, the methodology needs to be applied to the SCM projects of those companies whose organizational and cultural contexts are different from those of Samsung. In addition, the overview of an illustrative SCM project presented in the paper is brief due to space limitations.

Today, SCM is increasingly recognized as a strategic way to innovate a company's business operation. This paper shows that a methodology such as Samsung's SCM six sigma can be the key to conducting SCM projects in a more disciplined way and for fruitful outcomes.

The paper introduces a unique six‐sigma‐based methodology for the SCM domain which has been developed and applied in a leading global manufacturing, financial, and services conglomerate. This methodology could be adapted by other companies for their SCM projects to increase the likelihood of project success.

COVID-19 has changed life as we know. Data are scarce and necessary for making decisions on fighting COVID-19. The purpose of this paper is to apply Six Sigma techniques on the current COVID-19 pandemic to distinguish between special cause and common cause variation. In the DMAIC structure, different approaches applied in three countries are compared.

For three countries the mortality is compared to the population to distinguish between special cause variation and common cause variation. This variation and the patterns in it are assessed to the countries' different approaches to COVID-19.

In the DMAIC problem-solving approach, patterns in the data are distinguished. The special cause variation is assessed to the special causes and approaches. The moment on which measures were taken has been essential, as well as policies on testing and distancing.

Cross-national data comparisons are a challenge as countries have different moments on which they register data on their population. Furthermore, different intervals are taken, varying from registering weekly to registering yearly. For the research, three countries with similar data registration and different approaches in fighting COVID-19 were taken.

This is the first study with Master Black Belts from different countries on the application of Six Sigma techniques and the DMAIC from the viewpoint of special cause variation on COVID-19.

This paper aims to present the fundamental and critical differences between two of the most powerful philosophies of modern quality management.

The approach taken was to form a panel of leading academics and practitioners who are familiar with both the Six Sigma and Total Quality Management (TQM) topics.

The findings of the panel discussion were quite stimulating in the sense that the paper demystifies the myth that Six Sigma is an old wine in a new bottle or that it is another hot topic or flavour of the month. The author believes that this will be extremely useful to many practitioners and researchers in these fields.

The viewpoints expressed here are based on many practitioners and academics in a few countries such as the USA, Singapore, India, the UK and Korea. It is essential to collect data on this topic from a number of leading researchers and practitioners in the field from other countries and to set out a research agenda in the future.

The paper provides an excellent resource for those people who are currently carrying out research in Six Sigma. Moreover, it is equally useful to practitioners and academics to understand the critical differences between these two powerful approaches to quality management.

Six Sigma is a business management strategy originally developed by Motorola for manufacturing processes, which seeks to improve the quality of outputs by identifying and removing the causes of defects and unacceptable variability in the process. Alongside its advantages come difficulties with its application across a service organization, and an in‐depth analysis and identification of its successful factors were required, as they differ considerably from a manufacturing environment. Preparing policies for Six Sigma activities is of the utmost importance. This paper aims to describe its implementation in Sungkyunkwan University Library and a determination of its success.

The success factors of Six Sigma were examined, as determined through interviews and surveys on the library staff's experiences.

Since Six Sigma pursues top‐down management, the managers' roles are very important. It was found that mental discipline is also a critical success factor that allows an organization to realize its vision, while focusing on the fundamentals of Six Sigma activities. According to the survey conducted for the study, the success of these activities depends on how well each element of the processes is implemented at specific stages, the level of the participants' interest in the improvement activities, how accurately the CTQ (critical to quality) characteristics are assessed, and whether the outcomes of improvements are measured based on quantifiable indices.

Introducing Six Sigma for the sake of quality improvement following a LibQUAL+ quality assessment of a library has proven effective. Sungkyunkwan University Library is thought to be the first academic library to practise quality management by incorporating Six Sigma in its practice as a library. It is hoped that the experiences of this library will provide guidance for its application in other libraries, and enable them to devise appropriate policies for its successful implementation.

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.