많은 국내기업들이 새로운 경영혁신 전략으로 식스시그마를 채택하고 있는 상황에서, 이를 인적자원 및 조직관리에 확대 적용하여 경영효율성을 높여보는 것도 좋은 대안이 될 수 있을 것이라는 실험적 차원에서 이 기법은 실행하고 있다. 조직구성원의 역량과 자질을 갖춘 인재를 채용하고 훈련시키는 것에서부터 경영성과에 대한 평가와 보상까지 식스시그마의 성공적 도입을 위한 기반을 구축하는 것으로서 인적자원관리의 역할은 매우 중요하다. 아울러 조직 내부에서 제기되는 끊임없는 변화와 혁신에 대한 도전적인 조직문화를 구축하는 것도 식스시그마기법의 도입에서 인적자원 및 조직관리의 영역이 책임져야 할 역할이다. 이 연구는 삼정의 변화가 전체 철강산업에 미칠 수 있는 하나의 사례 연구로서 본 연구의 목적은 다음과 같다. 먼저, 식스시그마 경영의 의미와 내용을 간략하게 파악한 다음 이를 인적자원 및 조직관리분야에 적용할 수 있는 방안을 모색해보고, 식스시그마 경영을 조직 및 인적자원관리에 성공적으로 적용한 사례를 소개하고자 한다. 또한 이러한 사례연구를 통해 향후 다른 분야로의 식스시그마 기법이 확대 적용되어 원만한 노사관계 및 인력유지에 도움이 되길 기대한다.

At a time when many Korean companies are adopting Six Sigma as a new management innovation strategy, they are also experimenting with expanding its implementation to HR and organization management as a means to improve Management Efficiency. HRM plays a very important role in establishing a foundation for the successful implementation of Six Sigma HRM from hiring and training people who have the competencies and qualifications of organizational members, to evaluation and compensation of management performance. In addition, in the implementation of Six Sigma, it is also the role of the HR and organization management fields to establish a corporate culture that lives up to the constant elements of change and innovation within the organization. This study of SAMJUNG P&A, as one example of the possible influence of the implemented changes on the entire steel industry, has the following purpose. First, make a short assessment of the meaning and details of Six Sigma management, then exploring ways of implementing to the field of HR and organization management, and present examples of successful implementation of Six Sigma management to organization and HRM.. Moreover, the study of these examples is conducted in the hope of contributing to good labor-management relations and HR retention in the future by finding ways to expand applications of Six Sigma techniques to other fields. In order to put this new paradigm on track and to build a sustainable foundation for competitiveness, SAMJUNG P&A needs to solve the following challenges. First, in order to step up towards sustainable globalization along with POSCO, SAMJUNG P&A must reinforce professional staff for HR development and management. In particular, the company will need to reinforce its HR systems and programs to meet standards and capabilities of global corporation HRM. To do this, it needs to build a sustainable HR development system under a long-term and consistent perspective, and strengthen continued efforts to make it a central element in the company’s competitive ability. Secondly, in order for SAMJUNG P&A to smoothly promote these goals, basically it must steadily reduce its dependency on POSCO. For this to happen, it needs to take action to organically connect a new HR management paradigm and a long-term company development vision organic vision of the need for action is needed to connect. Thirdly, in order for SAMJUNG’s P&A changes to get settled as a new long-term sustainable business management paradigm, the SAMJUNG P&A model needs to be spread and propagated. The countless many companies in the steel industry being fundamentally connected, built a chain of values production system. Thus, when the working practices of a company change a certain way, these changes directly or indirectly affect other companies. Therefore in order for changes at SAMJUNG P&A to be lasting, the effects of these changes must directly or indirectly spread to and become popular in other companies as well, so that they become systematized at the social level.

At a time when many Korean companies are adopting Six Sigma as a new management innovation strategy, they are also experimenting with expanding its implementation to HR and organization management as a means to improve Management Efficiency. HRM plays a very important role in establishing a foundation for the successful implementation of Six Sigma HRM from hiring and training people who have the competencies and qualifications of organizational members, to evaluation and compensation of management performance. In addition, in the implementation of Six Sigma, it is also the role of the HR and organization management fields to establish a corporate culture that lives up to the constant elements of change and innovation within the organization. This study of SAMJUNG P&A, as one example of the possible influence of the implemented changes on the entire steel industry, has the following purpose. First, make a short assessment of the meaning and details of Six Sigma management, then exploring ways of implementing to the field of HR and organization management, and present examples of successful implementation of Six Sigma management to organization and HRM.. Moreover, the study of these examples is conducted in the hope of contributing to good labor-management relations and HR retention in the future by finding ways to expand applications of Six Sigma techniques to other fields. In order to put this new paradigm on track and to build a sustainable foundation for competitiveness, SAMJUNG P&A needs to solve the following challenges. First, in order to step up towards sustainable globalization along with POSCO, SAMJUNG P&A must reinforce professional staff for HR development and management. In particular, the company will need to reinforce its HR systems and programs to meet standards and capabilities of global corporation HRM. To do this, it needs to build a sustainable HR development system under a long-term and consistent perspective, and strengthen continued efforts to make it a central element in the company’s competitive ability. Secondly, in order for SAMJUNG P&A to smoothly promote these goals, basically it must steadily reduce its dependency on POSCO. For this to happen, it needs to take action to organically connect a new HR management paradigm and a long-term company development vision organic vision of the need for action is needed to connect. Thirdly, in order for SAMJUNG’s P&A changes to get settled as a new long-term sustainable business management paradigm, the SAMJUNG P&A model needs to be spread and propagated. The countless many companies in the steel industry being fundamentally connected, built a chain of values production system. Thus, when the working practices of a company change a certain way, these changes directly or indirectly affect other companies. Therefore in order for changes at SAMJUNG P&A to be lasting, the effects of these changes must directly or indirectly spread to and become popular in other companies as well, so that they become systematized at the social level.

six sigma, labor-management relations, hrm paradigm, human resource management system, learning system