K자동차사의 생산현장 소그룹혁신활동 사례연구

Abstract

To cope with the presenteconomic situation to become more global, the majority of large enterprises based within the country obtain much improvement over 4M(Man, Machine, Money, Material) and do activities for field application. In particular, such activities on the manufacturing field have many obstacles from the abnormal hostile industrial relations. It is a reality that the trial and error is repeated between theory and practice. Since TPS, represented by JIT(Just In Time) in the 1980s was introduced various circle activities and Kaisen activities have been maintained in the industrial field up to date. Such filed improvement activity system is Key Methodology to form sound organizational culture as well as quantitative performance and a source of strong Driving Force toward Vision. Alternatives are needed in the small group's innovative activity as subordinate organization to enhance the enterprise's global competitiveness from the reality that the enterprises recognize commonly. One of methods to make workers join in such enterprises' efforts is just suggestion system. Inducing to constant change and innovation through the suggestion even if it's a little one can promote and advance the development of enterprise and habituate the innovation. It should be noted to operate the suggestion system that a lot of suggestions are needed in order to attract total participation, if possible. In addition, good ideas among a lot of ideas should be included through the steady participation and habituation. If a good suggestion comes out, it needs to construct a system to be spread to other departments. Considering such things, this study was to investigate the case of KIA Motors which has created present type of effect through the procedures of plan, strategy establishment, review, and implementation of system. KIA Motors prepare for new alternatives by studying phenomenon of circle activities and improvement activities and analyzing such problems, dividing it into the improvement of Management Process centered on the operation system of White Collar and Manufacturing Process centered on the operation system of Blue Collar. A strategic objective of innovative activities targeted in the planning stage by KIA Motors is to construct innovative culture by the total participation. They established and promoted four mattes as progress direction with the goal of promoting a new way of change activities different from the past as follows: Their objectives are, First, for overall lasting and systematic activities. Second, activities centered on site in conn ection with staff department. Third, training the leaders for factory change centered on the field manager. And Fourth, construction of own unique promotion system. In this way, they aimed for strengthening the overall competitiveness through the enterprise's cultural improvement. With the objectives above, they have promoted the system by establishing the strategy of improvement activities by total participation to improve the fields of waste, inefficiency, irrationality, and defect through the TOP-DOWN method of officer manger-oriented improvement activities in detail and Bottom-Up method of employees on site in the small group's improvement activities. As a result of such voluntary innovative activities by total participation, KIA Motors was selected as world-best company from the customer satisfaction quality evaluation like IQS as an object of global whole vehicle models sold in North America in the previous year 2015. Furthermore, they won Plant Award Gold because the factory in Gwangu Metropolitan City was selected as best quality factory in the Asian region through the innovative improvement activities on site. Now KIA Motors can be recognized as a company with the world-best quality both nominally and virtually. Behind the advanced enterprises' continuous growth is the system. According to Jim Collins's saying, as the author of "Good To Great", the enterprise should have strong vision for the future in order to achieve constant change and innovation. Furthermore, it is essential that they have detailed strategy and system, and strong leadership in order to realize the vision. The enterprises which have sustained growth and taken the lead utilize the construction of their own systems and steady development and evolution as driving force of enterprise growth. System is institutionalized with the philosophy and spirit. The system is not always perfect, and it can be evaluated as good system suited to the culture with the continuous modification and improvement. If the enterprise accepts the system without understanding the basic spirit, it can be nearly temporary technique. The enterprises in Korea should concentrate company-wide power on the sustainable growth while they maintain competitiveness by making our own unique technology based on the benchmarking of advanced technique.