硏究開發의 管理와 計劃

車永煥 서경대학교 1981 論文集 Vol.9 No.-

Among the aspects of Research and Development management in this article, most emphasis was placed on the long-range planning and the nature and spectrum of R&D. Also discussed 1. the basic pattern and historical review of R&D movement. 2. the relationship of a production management of R&D planning. 3. the allocation of R&D expenditure. 4. top-management contributions. 5. information for R&D. 6. forecasting for R&D. 7. planning step and factors for R&D. While there is no consensus of the definition of R&D, there is a general understanding of major categories containing basic research, applied research and product development. Basic research includes original investigations which do not have specific commercial objectives in view. If undertaken in a business firm, the scope would not necessarily be limited to the present or prospective interests of the company. The major distinction between basic and applied research is that in the latter are identified possible applications of basic research to meet objectives of a business. Product development is concerned with the technical non-routine activities associated with translating scientific knowledge into marketable products. At minimum, product development may produce tests of feasibility ; at maximum, the production of a prototype. Finally, a product is produced for further research and development or for sale. The nature and spectrum of R&D was described to explain why there cannot be one but must be different approaches to R&D planning. The relationship of a comprehensive corporate planning program to R&D planning was discussed, and different R&D planning profiles among companies and industries were presented. The best R&D program starts with a clear statement of company objectives, strategies, and policies. These provide an effective guideline for all R&D planning with possible exception of a very small amount of basic research, although even in this case the objectives and interest of the company may be used as guidelines. R&D planning must be flexible to deal with the different phases of the program. A scientist in doing basic research may be guided by few if any plans, but as R&D moves closer to development and production, planning specifications and targets must be finer and adhered to more rigorously. How much should the R&D expenditure be? There is no single answer to how much a company should allocate to R&D. Common pratice has revealed a number of standards for answering it, such as the following : (1) Establish the total R&D budget at some percentage of sales. (2) Try to match what competitors are doing. (3) Find the industry average and stick to that. (4) Take a past historical average for the company and increase it by an amount equal to the internal rate of growth. In conclusion, this article was designed to solve the problems of R&D management, especially difficult ones in R&D planning, and to present a direction of R&D guideline. Because R&D planning and management guideline should be congruous with company objectives, they have to be constructed not solely but on the basis fo whole corporate plans. It is attempted to search for a new method of applying the already-known contents of the general management theory to R&D activities for stimulating and making them more effective ; therefore, the theory this article based on, is nothing new. Especially, in more difficult, namely retarded, situation of the developing countries, the fact should be emphasized that an approach, largely depending upon the general management theory, may be one of the most effective ways to push R&D movement through.

長期經營計劃과 模型開發에 관한 硏究 : 戰略的計劃構造와 作成過程을 中心으로 with emphasis on the structural aspects and procedures of strategic planning

車永煥 서경대학교 1988 論文集 Vol.16 No.-

1. From the mid 1980's , Korean industries have experienced more drastic change of the business environment than ever such as the acceleration of the "opened economy" and the fast liberalization of economic atmospheres in various areas. The changes seem serious since the industries have faced the threatening competition from other Asian developing countries like Mainland China and Southeast Asian countries in the fields where Korea has enjoyed the competitive edges in international trade. In the turmoil of the environmental changes recently seen, Korean industries should find their way to stay in growing concern with an insight for future economic circumstances and an ability to come up with the appropriate and far-reaching strategy. Out of sense of crisis, this article is written to give some tools and frameworks to analyse the circumstances, identity the growth opportunities and formulate them into "a strategy" which leads to a corporate innovation. For the purpose, this article illustrates the substance of Unix-range planning process and effective model-building procedure in which the opportunities can be materialized into the future growth in business. 2. Even the concept and definition of "business strategy" may differ depending on the objective of specific study and discussion, we find the meaning, in most usages, to comprise "the function to innovate or transform the management structure and procedure to adapt themselves to the changing environments in systematical and effective ways." As H.I. Ansoff mentioned, the indispensible component is the decision tool for the change of product and market structure which can remain viable with the change of circumstances. According to him, business strategies can be classified into four representative types in the matrix of new product and market priorities as follows. ① market penetration strategy ② market development strategy ③ product development strategy ④ diversification strategy 3. Most of the researchers have used the concept of strategic corporate plan and long -range business plan as having almost the same meaning, which both have three basic components, long-term business target, long-range business policy and corporate strategy. In this sense, we can say the strategic business planning is a procedural work to identify and make the consecutive decisions on those three components, which turns into "a long range business plan." A number of planning models developed up to now distinguish the concept and procedure of "tactical" planning wiht those of "strategic" planning. The models show that the tactical plan involves short-term and repetitive aspects and tasks relatively easy to be structured into and solved by mathematical methods while the strategic plan sometimes frustrates mathematical approaches like Operation Research method and requires more problem-specific approach in which the whole situation must be taken into account to tackle the high uncertainty. 4. To reflect the demanding importance of strategic planning, a host of studies have been devoted to develop effective models which now are widely adopted in practical business fields. In this article, some of the representative models to be regarded most useful for the business planning work in the industries are illustrated. 1) Steiner Model 2) Anthony's Conceptual Model 3) IMC Model 1) Steiner Model, invented by G.A.Steiner and published in his book, "Strategic Managerial Planning (1977)", highlights the behavioral aspect of strategic planning procedure, (see Chart-2) In the model, the planning procedure starts with "plan to plan" and then formulates basic strategy to reflect the interests and expectation of the interest groups in and outside the company by using the data base and environment analysis. Medium range programming is set up based on the basic strategy and then short-term plan comes up. This procedure is recurrent like a loop with result of the plan being continuously reflected to modify the plan. 2) Anthony Model, in which R.N.Anthony developed new framework on business plan and its control system based on his empirical researches, is characterized by three-kinds of planning structures not by period of plan, long-term and short-term, but by the inter-relation between plan and control process, (see Chart-5) 3) IMC Model, developed and used by International Minerals and Chimical Corporation, consists of two major parts, the system of strategic plan and the planning process. The system of strategic plan, as shown in Chart 6, is the co-relation among the plans in the total system and the match up of the respective planning work and corresponding level of hierarchy in the organization. The planning process is shown in Chart-7 in four major steps ① need research ② market mission strategy ③ medium-range programming ④ budgeting and profit plan 5. With reference to the existing representative models above examined, new long -range planning model comes up in Chart-8. The model can be classified into conceptual model and consists of four major parts. ① research on problem for plan ② formulation of business strategy ③ execution plan ④ short-term plan The process proceeds like a stream along which information feedback flows upwards and downwards to have continuous adaptation or adjustment procedures. 6. As above examined, most of the models provide us with some conceptual understanding on major component of strategic planning and systemical relation between total corporate plan and its sub-plans. Since the model, even it is quite conceptual, is useful to provide a frame to work out practical business planning with, this article tries to come up with more comprehensive model by analyzing and adapting the representative models. I should admit that this article is just a trial material as a study but hope it will be a momentum for the growing interest in the area of business strategy and long-range corporate plan.

이동 호스트를 위한 효과적인 멀티캐스트 프로토콜

차영환 尙志大學校 生産技術硏究所 1997 生産技術論叢 Vol.- No.1

Multicasting to mobile hosts(MHs) based on broadcasting may result in overloaded unnecessary message even if the number of recipient MHs is relatively small compared with that of nodes in a network. In this paper we propose an improved multicast protocol in which messages are selectively flooded respectively to only the (radio) cells within some distance from the cell where a destination MH resides most recently, so that the number of unnecessary messages carried in multicasting can be reduced. Detailed procedures for the protocol are provided and protocol properties are proven.

企業成長을 위한 戰略的要因 硏究

車永煥 서경대학교 1974 論文集 Vol.2 No.-

In today's free enterprise system, the growth of a firm has heen contributed not only to increase of profits, earnings, stock price and management security, but it plays an ever large role in stimulating national economic progress which related interdependently with them. A host of articles have been devoted to the analysis of the detailed parts of the many business strategies which may influence the potential growth of a firm. How can we find an optimum strategy for Business growth, without knowing the various degrees of his objectives and targets? He must consider more than just the business objectives and choosing the strategy for the growth of enterprise. But the uncontroable variables he must work with can be placed in the following categories; 1. Political and legal environment 2. Economic environment 3. Cultural and social environment 4. Existing business structure of the firm (of course, this is controlable in future) In the long run, the executive's actions may affect some or all of these variables This in turn would affect to the outside oriented strategies which should make extensive use of the firm's strong points. Setting the strategies oriented to outside that really guide the present and future development of Company is a soul-searching procedure which requires top management to take a system view of the whole business, relate its present business, structure and resources to the external environment, and then post the broad outlines of the company's future course. Taken together, the following five strategies provide a useful starting point and guideline for a particular firm. These five strategies could be phrased and made more specific in many ways. But these five strategies basically should be sought together because, in the long run, a failure in even one of the five areas might lead to the failure of the total business: 1. Choice of the product field in the high development 2. New market development strategy 3. New product development strategy 4. Market penetration strategy 5. Diversification with syneray strategy Developing good strategies are obviously a very complicated procedure. The Top and planning manager must be well informed and know their own field thoroughly, for they will have to use the information which have drawn from all sources in the formation of the business strategies. As a result of it's own history, experiences, equipments and personnel, it has strengths and weakness that distinguish it use from other firms. A optimum strategy should make extensive use of the strong points from the firm's Unique res ources. The purpose of this article is to examine the strategies oriented to outside for the growth and to suggest the business strategies for Creative adaption to changing environment having affected seriously the business targets. I have utilized for this article the empirical analysis of the strategic elements of the high developed Companies in comparison with the under developed in U.S.A. and Japan. This article is devided into seven parts. The first is concerned with direction and the need for this study. The second introduces several meanings of the basic objective of the enterprise and how to assume them. The third introduces the concept of firm growth and major indicators which show the existence of growth (Many scholars have proposed different indicators. Among them, this study have chosen the changing level of sales during a certain period). The fourth part discusses the strategic elements for development of enterprise and firm's structure. The fifth part is the analysis of the strategies to outside oriented in Japanese Companies for 10 years from 1960 to 1970. The sixth is the analysis of the like items above in U.S.A. for 50 years from 1917 to 1967. At the conclusion of this author, it should be always important to adapt to his environmental changes rapidly, intelligently and rationally, but more desirable is creative and positive adaptation toward them. I hope this article will be a moment for the further study of business strategies for development of enterprise, and this approach be empiri cally verified in the near future with a detailed case study in Korea. (May/1st., 1974)

무선 센서 네트워크에서의 도착지 위치 기밀을 강화하는 라우팅

차영환,Tscha, Yeong-Hwan 한국정보통신학회 2010 한국정보통신학회논문지 Vol.14 No.7

이 논문에서는 패킷 추적 과정에서 획득한 위치 정보를 이용하여 추적 노드를 결정하는 방안을 고려한다. 한편, 추적에 대응하는 라우팅 전략으로는 위치 보호가 필요한 노드들과 근접하지 않은 노드들로 라우팅 경로를 구성하고, 가능한 경로 궤적이 지그-재그나 앞뒤로 이동하지 않도록 한다. 시뮬레이션을 통해 추적 성공률이 매우 향상됨을 확인 하였고, 제안된 라우팅 기법은 다수의 보호 대상들이 존재하는 환경에서 더 많은 패킷들을 전달하면서도, 추적자로 하여금 더 많은 거리를 이동하도록 유인함을 알 수 있었다. In this paper we consider methods for selecting the next tracing node that take advantage of the history of traced positions during the packet-tracing. In the meantime, the proposed routing strategy that counters the tracing is to design the routing path is such a way that nodes on it are not close to the nodes whose location privacy is needed and zigzag or back-and-forth movements hardly take place. In simulations, the ratios of successful tracing were largely improved. It was shown that our routing scheme allows more data packets to be delivered to the destination while, enticing the tracer to move more long distances in the presence of multiple assets.

中小企業育成方案으로서의 프랜차이즈 시스템에 관한 硏究

車永煥 서경대학교 1984 論文集 Vol.12 No.-

1. Large-scale regular chains, emerging in the process of so-called distribution revolution. have threatened the survivals of small retailers and service businesses by gaining on their sales considerably. For the purpose of coping with the new challenge, some small businesses have joined themselves together into voluntary chains or co-operative associations. But as things are, their endeavors in these ways cannot be said to overcome the threat effectively. Particularly under the market structure with excessive competition like Korea's, these kind of associations have been easily dissolved as a result of failing to secure sufficient level of internal control. The fact that with the control increasing, the level of autonomy, consequently the efficiency, decreases can be quoted to explain their failures. A system that can secure both moderate level of internal control and efficient autonomy of participants should be suggested as a solution to this dilemma. I dare to say and have-sufficient evidences to say that franchise system, characterized by control, communication and autonomy, is one of the noteworthy solutions. Despite of its potential worth, studies on the franchising are rather rare and even relevant literatures are difficult to be found in the academic circle of Korea. In this study, historical background and salient features of the system in the U.S. are described, and in terms of growth strategy of small businesses, the structure of franchise system, the relationship and communication between franchisor and franchisees, and management guidance and control method of franchisor are analyzed. 2. When Singer Machine Co. introduced the system for the first time after the Civil War, the history of franchising began and with the growth of automobile and gasoline sales, it has expanded to other retailing businesses. After World War Ⅱ the system has noticeably grown to comprise a vast business area from fast foods, cosmetics, car services and rent car to traveller's agency, gallery, laundry and night club. By the way, what can the system contribute to the growth of small businesses' In short, both big and small business participants, that is, franchisor and franchisees, can realized their own benefits in this system. More specifically saying, franchisor is able to; ·secure sales organization to cover even wiler areas than ever ·relieve themselves from capital financing burdens by sharing the required capital with franchisees ·capitalize on the small-business-specific vitality of franchisees by promoting their autonomy ·build a powerful association by using various and sophisticated control methods ·retain sales price level by curtailing excessive price competition and franchisees are able to; ·reduce the operating cost with the support of large-scale franchisor ·lower the failure risk and operate the business without much experience owing to franchisor's management guidance ·need less capital than independently operated business Things are as follows which are provided or sold to franchisees by franchisor: ·products and services ·nationwidely-known brandname or trademark ·management guidance ·advertising and sales promotion ·guarantee for quality ·financial support ·training and education The important fact is that whether the system can be successful largely depends on each franchisee's success in business. Therefore, it can be overemphasized that selection of competent franchisees is critical to the success of system. More important is that franchisees should be effectively motivated. 3. After analyzing successful cases of franchising, the prerequisites for the success of the system could be easily induced as follows. ·superiority of products and services or well-recognized brandname provided by franchisor ·careful selection and effective motivation of franchisees ·appropriate management guidance and effective communication ·thoroughgoing contract and sufficient level of inner control Concluding remark of this stdy is that franchise system is very promising to develop and prosper in democ ratic society and fair competition economy because by securing the autonomy of small business it corresponds to the idea of 「management of self-realization」 implicated in the motivation theory.

통신센터의 화재예방

차영환,Cha, Yeong-Hwan 한국화재보험협회 2004 防災와 保險 Vol.104 No.-

본 원고는 APF(ASIA PACIFIC FIRE) 2003년 12월호에 게재된 Ralph E. Transue의 원고로, Ralph E. Transue씨는 현재 NFPA국제기구에서 장거리통신에 대한 기술위원장을 역임하고 있다

경영전략과 포트폴리오 매니지먼트

차영환,Cha, Yeong-Hwan 한국주류산업협회 1981 주류산업 Vol.1 No.1

目標利益設定에 關한 考察

車永煥 서경대학교 사회과학연구소 1975 論文集 Vol.3 No.-

1. This treatise is designed to show persons interested in profit planning, how establishing the profit goals serves as an effective aid to planning and controlling. This treatise consists of five parts; Preface, the Concept of the Profit plan and a change, the Role of profit goals and the Method of establishment, the Standards of profit goals and Conclusion. 2. The first step in the profit planning process is the establishment of profit goals, This must be first at the level of the entire enterprise, but the necessity for having a goal or goals for each derivative on subordinate plan likewise become evident. Planning must be for or toward some goals to be meaningful, because the objective gives the key as towhat basically to do, where to place the primary emphasis, and what to accomplish by network of policies, budgets, programs and strategies. A profit plan is now commonly developed. It is possible to adjust either the forecast or the summarized project to an expression of managment intention, and so its plan, or to adjust each to the other for this purpose. It is possible, also, as pointed in chapter 2. to plan as a separate activity. Such a plan will have its roots in last period's revenue and costs, will take note of implications of the financial forecast and the control budget, and will incorporate intended improvements, such as good results from a new product, or discerned impediments to profits such as "bugs" in an experimental process. With these considerations, it will set the over-all goal. There need be no concern that forecast, budget, and plan differ somewhat in terminology, detail and result, so long as major changes in one may be researched appropriate segments of the others, constant reconciliation is not required, though there must be general correspondence. 3. Since profits are usually the key to enterprise survival and therefore a positive and definite .standard against which the success of business operations can be measured, many companies have utilized the principles of the profit and loss statement for profit planning and divisional or departmental control. Because this statement is a summary of all revenues and costs for a given period of time, it is in a very real sense a summary of the results of business operations. One of the most successfully used techniques of a profit plan is establishing the profit goal by the ratio of earnings to investment of Capital. This approach has been the core of the planning and control system of the du Pont Company since 1919 and has received much attention in recent years, with a large number of companies adopting it as their key method of over-all business plan and mesure of performance. As the system is used by the du Pont Company, return on investment consideration of several factors. In the first place, return is computed on the basis of capital turnover multiplied by earnings as a percent of sales. This calculation recognizes that one division or company with a high capital turnover and a low percent of earnings to sales may be more profitable in terms of return on investment than another with a high profit rate to sales but with a low capital turnover. Turnover is computed on the basis of total sales divied by total investment, and investment includes not only the permanent investment in plan facilities but also the working capital of the unit. The return-on-investment technique is perhaps best summarized in chart form. Such a chart is shown in chapter 4 (p.248). As can be ascertained from it, an analysis of variations in rate of return leads into every financial facet of the business. Although the rate of return is the least common denominator in comparing divisions, it is one for which explanations of differences can rather easily be traced to their causes. Another problem that faces ang firm using this kind of profit goal and control is the question of what constitures a reasonable return. Comparisons of rates of return are hardly enough because they do not tell the top manager what the optimum rate of return should be. Admittedly, perhaps as good a standard as any is one that meets the level of competition of other firms, since, in a practical sense, the optimum tends to be measured, not by an absolute level, but rather by the level of the competition for capital. Perhaps the greatest danger in return-on-investment goals, as with any sytem of control based on financial data, is that it can lead to excessive preoccupation with financial factors either within a firm or within an industry. Undue attention to ratios and financial- data can cause a firm to overlook environmental factors such as social and technical developments. It might also lead the company to overlook the fact that capital is not the only scarce resource from which a business can grow, prosper, and endure. Every bit as scarce are competent managerial talent, good employee morale, and good customer and public relations. A well-managed company would never regard any financially based control as the only gauge of over-all performance.

Graph-Theoretic Characterization of Nonblo cking Multi-log₂N Multiconnection Networks

車永煥 상지대학교 1994 論文集 Vol.15 No.-

본 논문에서는 다중접속을 지원하는 multi- log₂N 다중접속망의 rearrangeable 넌블럭킹 조건과 strictly 넌블럭킹 조건을 제시하였다. Rearrangeable 넌블럭킹 multi- log₂N 다중접속망을 위한 접속할당은 bipartite multigraph의 edge-coloring 알고리즘으로 해결됨을 보였다. Strictly 넌블럭킹 망의 접속할당을 위해서는 예측[5,6,9]과 달리 흥미롭게도 다중접속에 대한 넌블럭킹 조건들은 일대일접속에 대한 넌블럭킹 조건들과 같음을 보였다. In this paper, both rearrangeable nonblocking condition and strictly nonblocking condition are derived for the multi- log₂N multiconnection networks capable of supporting the multiconnection. It is shown that the edge-coloring algorithm for the bipartite multigraph can be used for the rearrangeable nonblocking connection assignment in the multi- log ₂N muticonnection network. As for the strictly nonblocking connection assignment, a polynomial time algorithm based on SIG(Subconnection-Intersection Graph)-coloring is presented. In contrast to the previous predictions[5,6,9], we show that, interestingly, the general nonblocking condititions for the multiconnection are the same as that for the one-to-one connection.