- 著者
- Sungwoo BYUN
- 出版者
- グローバルビジネスリサーチセンター・東京大学MERC
- 雑誌
- Annals of Business Administrative Science (ISSN:13474464)
- 巻号頁・発行日
- pp.0160531a, (Released:2016-07-20)
- 参考文献数
- 11
- 被引用文献数
- 1 7
Once a company begins its development process, putting products into the market as quickly as possible to get a return on investment is the fundamental corporate activity. A product’s time to market can be categorized into the development time for the product and production processes and production ramp-up time. Existing studies have focused on reducing development time by primarily increasing efficiency. However, no matter how much a company shortens its development time, there may be a delay in the return on investment if production ramp-up takes too much time. This paper analyzes the processes of Hyundai Steel, a major Korean steel manufacturer. Moreover, it examines the process of its implementation of blast furnace technology through mass production. The company used a strategy that maximized the learning effect by implementing three blast furnaces with the same specifications in succession and without delay. They planned to implement the blast furnaces with no overlap in the implementation schedule, which enabled the same ramp-up team to start up production successively. Thus, the team was able to leverage the experience gained in ramping up one blast furnace for ramp-ups of subsequent blast furnaces. This learning effect enabled them to successfully reduce the ramp-up time linearly, as shown on a semilog graph.
- 著者
- Sungwoo Byun
- 出版者
- Global Business Research Center
- 雑誌
- Annals of Business Administrative Science (ISSN:13474464)
- 巻号頁・発行日
- pp.0201111a, (Released:2020-12-11)
- 参考文献数
- 9
- 被引用文献数
- 2
Only a small portion out of –200 steel-makers in the world can produce high-grade steel such as hot-dip galvanized steel sheets and directional electrical steel sheets. For equipment-related industry such as steel industry, technical knowledge is embodied in their equipment; thus, technology transfer and catch-up are somewhat easy. However, for high-grade steel production, steel-makers in emerging countries equipped with large-scale capital investment and state-of-the-art equipment capital investment continued to struggle. The reason for this is when a new process is added to the existing process and not just the added process, the operational parameters of all processes must be coordinated. Thus, when a number of processes increases, it leads to a massive number of combinations of operational parameters to be coordinated, thus requiring time to acquire knowledge patterns.
- 著者
- Sungwoo Byun
- 出版者
- Global Business Research Center
- 雑誌
- Annals of Business Administrative Science (ISSN:13474464)
- 巻号頁・発行日
- pp.0191002a, (Released:2019-11-20)
- 参考文献数
- 13
- 被引用文献数
- 3
Tolerance is defined as “the difference between the maximum and minimum dimensions that can be allowed in terms of product functionality.” Company A, a steel manufacturer, follows the textbooks in presetting and managing tolerances so that its processes can flow seamlessly without any adjustments, as long as conditions remain within the range of tolerance. However, tolerance stack-up risk has been observed in the production of high-grade products such as automotive steel sheets because the quality measurements have approached the tolerance limits in several consecutive processes even though the said measurements have stayed within the tolerance range (which means that the products are not classified as defective). On the other hand, Company B (also a steel manufacturer) has been successful in managing tolerance through a method that is entirely different from the textbook model by having its Integrated Quality Control Group adjust the tolerances between processes and adopting strict controls that almost amount to integrated management.