earticle

영어

POSCO invents a new way of innovation named ‘QSS(quick six sigma)’ suitable for POSCO’s characteristic of steel manufacturer by combining innovation methodologies such as TPS, TPM, IE, 6 Sigma. QSS activity is managed by three main columns: leader’s activity, worker’s activity, and project activity. Leader’s team consists of each department’s captains and factory owners. They perform the innovation activity once a week. Workers’ teams determine their job area and working period to perform basic activities such as 5S, Visual Management, My Machine, and Best Plant. Worker’s activity is the essential part as a goal of QSS to organize POSCO’s working culture. Project activity is mainly performed by QSS innovation leaders and they use 6 sigma’s DMAIC process while they apply TPM and IE. The successful point of QSS activity is to change workers’ mind. This noticeable change that caused the entire employee’s improvement has started from POSCO’s top leader’s innovation. The leader’s team voluntarily experiences hard work in the job site and tries to understand worker’s thoughts. This eventually falls down the walls between leaders and workers as they started to listen to each other. POSCO has actively spread QSS know-how from small companies to global companies. However, we still need to investigate how the QSS activity would be spread in the small and medium sized companies until it is to be a unique working culture.

한국어

본 연구는 포스코만의 일하는 문화로 자리잡은 QSS활동의 구성내용에 대해 살펴본 후, 제조현장의 혁신과정에 접목되는 과정과 조직구성원의 혁신의식 변화에 어떤 영향을 미쳤는지에 대해 살펴보았다. QSS활동은 주로 DMAIC, 작업/공정/가동 분석, 5S, 눈으로 보는 관리, 마이머신, 베스트플랜트 활동 등으로 구성되어 있으며, 경영진의 솔선활동, 현장직원들의 일상활동, QSS개선리더의 과제활동 등을 통해 실질적으로 운영되고 있다. 한편, 제조현장에서는 QSS활동이 실천력 있는 인재양성, 솔선수범과 격려활동, 전원이 참여하는 활동, 자율적이며 배려하는 활동, 천천히 제대로 하는 활동 등을 통해 실현됨으로써 가시적인 성과를 거두고 있다. 구체적으로, 포항제철소의 현장직원들이 가지는 혁신의식은 QSS활동을 거듭하면서 전반적으로 긍정적인 변화를 일으키는 것으로 나타나, QSS활동이 포스코의 새로운 경영혁신문화로 정착되어 가고 있음을 확인할 수 있었다.