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R & D 課題選定의 決定模型에 관한 考察 : with emphasis on the Scoring Model 評點法 模型의 特性을 中心으로
高載乾 제주대학교 1988 논문집 Vol.26 No.1
Methods for evaluating individual projects range from single checklists to complex decisions trees which indentify interrelationship and account for risk. Selecting an appropriate R&D decision methodoloy to support program management is to some degree a dynamic process since the research environment is subject to continual change with time. The futrure situation of the organization thus depends in part on the research and development activities which are proposed and embarked up, and the selection of such R&D projects is, in turn, dependent on the amount of effort and resources which the organization devotes to these R&D activites in thE R&D activites in the form of financial investment and manpower. A literature search showed that many studies hafe been made of the R&D project evaluation and selection problem and various formal project selection method have been proposed. These method have been classified into three type according to the basic approach used, these being called the "decision theory" approach, the "economic analysis" approach and the "Operations Research" approach. The decision theory approach suggests certain factors in terms of which aproject proposal might be evalluated, and derives a scoring model whereby a rating on an empirical scale is made for each factor considered, and these rating are combined either by multiplication or as a weighted sum or accordign to heuristic rules to derive a numerical score for each project proposal. The projects then selected are those with the hightest scores, the number of projects selected being determined by constraint of the total available budget. The scoring model uses project scores as a basis for project selection and in a linear model. Since project are evaluated on the basis of linear funtion and are ranked using an ordinal scale, there is no way to measure directly how much one project is better then another. The scoring model does not enable management to evaluate the profitability or risk of project in the usual business terms. Due to the absence of a formal and operational structure, the scoring model is often thought of as being considerably less accurate in its ability to process project data than ROI or mathematical programming approach to project evaluation. However, the scoring model does provide a simple and useful cheeklist of all relevant factor, including some intangible factors. The model uses a consensus of the judgement and experience of knowledgeable personnel, along with information that is gererally avaibable scoring model can be adapted to changed in competition and technology by the modification of facfors and scale.
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資材所要計劃에 관한 硏究 : MRP시스템의 理論을 中心으로
高載乾 제주대학교 1983 논문집 Vol.15 No.2
Material requirements Planning (MRP) is a computerized data information system that can support scheduling and inventory inanufacturing functions, The MRP system is a logical means of taking an assembled end item (product) and exploding the item into its components parts. The component parts (materials) are then aggregated according to their due date. The subsystems of MRP include a master schedule, an inventory status file, and a bill of material file for product structure. The outputs from the MRP systems are order release requirements, order rescheduling, and planned order. Key features of MRP systems are (1) the time phasing of requirements, (2) planned order release, (3) generation of lower-level requirements, (4) the rescheduling capability provided. As eack week passes, planned orders are released and any changes in requirements and due dates are entered into the computer data base as they occur. The disadvantages of MRP lie primarily in the assumptions that must be met before MRP can be utilized. A computer is necessary ; the product structure must be assembley oriented ; bill of materials and inventory status he assembled and computerized ; and a valid master schedule must exist, The last assumption, a required master schedule is critically dependent upon good forecasts or firm orders concerning future demand. Another disadvantage has to be with data integrity. Unreliable inventory data from the shop floor can wreck a well planned MRP system. Training personnel to accurate records is not an easy task, but it is critical to successful MRP implementation. The principal prerequsites; and assumptions implied by standard MRP system are as follows; (1) A master production Schedule exists and can be stated in bill Of material terms. (2) All inventory items are uniquely identified. (3) A bill of material exists at planning time. (4) Inventory records containing data on the status of every item are available. (5) Individual item lead times are known. (5) Every inventory item goes into and out of stock.
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고재건,김형길 제주대학교 환경연구소 1997 환경연구논문집 : 제주대 Vol.5 No.-
The social responsibility of Corporate requires that organizations consider seriously the impact of their actions on society. By the ecological environment trends, managers need to be aware of the threats and opportunities associated with important trends in the natural environment: shortage of raw materials, increased cost of energy, increased levels of pollution, changing role of government in environment protection and the heightening of consumers' sense of environment. According to the result of this survey on EMS(i.e., Environmental Management System) the level of small business in Cheju was low. In order to increase the competitive power of Cheju small business the following things are needed: environment education program for managers and employees, supporting system for introducing ISO 14000, acquirements of Environmental Labelling and strengthening of technology and administrative & financial support.
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고재건 제주대학 기업경영연구소 1985 經營論集 Vol.9 No.1
Although automation is new in a sense that the principles have only been applicd relatively recently to mechanical and assembly types of process, the basic idears are not new. The process industries have used the principles of automation for some time to control chemical process. Some major recent development in manufacturing automation lie in computer aided manufacturing (CAM), machining center-s and industrial robots. Computer aided manufacturing is sophisticated eytcntion of direct numerical control of machine tool. In CAM system the computer not only directs machine movement but assists in data In its ultimate applicdtion, once loaded, aII of the machines in a factory are run automatically by the computer, which in addition generate status reports on run time, quality level, inventory levels and so forth. This thesis is about the present situations of the progress toward automation of production management and the impacts to be shown in management of Japanese, American and Korean companies. Machining centers, industrial robots and CAM system are adopted and implemented in Korean companies, but those technologies have being merely implemented with stand - alone equipment. Japanese and American firms are much greater users of automated processing in automative and steel industries. Manufactures contemplating factory automation face different issues depending on whether they adopt a retrofit strategy using existing production system or they attempt to make a fresh start. In either case, they often have inadequate internal technical resources and strong barriers to communication across traditional functional Those purchasing computer aided manufacturing systems concentrated on thr availability of maintenance services, their own prior experience with the vendor and the delivering lead time, as well as the price. Of alI the available information services, the experience of other users tends to be most seriously considered when a manufacturer tries to asses the potential costs and benefits from one of those new automation technologies. Most blue- collar participants in the American companies FMS felt that their jobs were stressful and offered little motivation. In particular, they regretted the lack in their work of both autonomy and task identity. Todays users have generally adopted as trategy with one or more of the foll-owing elements ; learning by doing, learning from suppliers and learning from other users. At the leading-edge are those who are essentially learning by doing. The followrers primarily learn from the experience of other users. All manufacturers are to some extent dependent on the accumulated experience of suppliers of these technology.
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