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Leadership roles by Kuk-Hyuu Moon

Introduction
Moon was inaugurated as the CEO in 1995. Around that time, he implemented a series of
initiatives to strengthen the company's competitiveness.

Key Initiatives Effectiveness of initiatives
1. Transformed organisation
into a flat structure
Trimmed down its decision-making processes and job
procedures via Business Process Reengineering
(BPR).
2. Reorganised into flat
organisational structure into
a matrix form
Enabled customer-oriented movements
Line organisation was formed through creation of
project teams along with functional departments such
as R&D, sales and production
Turned employees into a more flexible and capable
workforce
3. Business Process
Reengineering
Trimmed down of organisations procedure.
- Decision-making process
Increased department communication and cooperation
which boost operational efficiency
- Led to enhancement in organisations capacity
4. FET (Functional Excellence
Teams)
brought out organisational changes at employee levels
laid out plans of areas requiring change based on
perceived readiness
Education & user training to promote project
FET-friendly environment to allow participants focus
Voluntarily join the reform process
5. NEWAY
(Change Management/BPR
& ERP/Functional
Excellence Teams/SCM)
NEWAY to build up innovative atmosphere in
different parts of the corporation including
environment, process, and organisation
Shortened decision-making cycle through ERP
systems which allowed for
- Reflection of changes within internal and
external movements into the corporations
management decisions
- Improvement in work processes to be capable
of producing numerous financial and
accounting results
- Standardisation of system to provide accurate
and timely information for decision making
- Standardisation of data format which
eliminated error and reduced time needed to
create report and information analysis
6. Ventured an active utilisation
of excess workforce during
IMF crisis
Formed innovative teams to utilise skill and ability of
its excess workforce
- Played an important role in creating new ideas
as well as an actual implementation of
innovative ideas
7. Formation of corporate
culture
Expressed as self-control and
responsibility, innovation and challenge,
creativity, and free discussion
Self-control and responsibility empowered
employees to make decisions
Innovation and challenge resulted in,
- More than 100 patents solely for diapers
- Diversified into DTP business line
Creativity led to creation of vision sensors to
thoroughly detect miniscule contaminants
Free discussion allowed for deep trust between the
management team and the workers, building an
atmosphere of cooperation
8. Environment of trust and
cooperation
Started company newsletter for sharing of companys
news
Intranet as an avenue for employee's feedback and
CEO to personally answer their management issues
- created a deep trust between management and
employee
Mitigated union conflict
- Kept to promise of not laying of workers
- Monthly meet-up between top management
and union under "Strengthening Competitive
Team" to come up with ideas to enhance
companys competitiveness
9. Code of Conduct &
Behaviour Norms
Laid the foundation for behavioural norms
Documented the basis of job ethics, quality, safety
and finally non job prescript activities in Code of
Conduct
Quarterly training to facilitate internalisation of Code
Unwritten law that managers did not question loss due
to adherence of ethical behaviour
Code of conduct eventually evolved into internalised
behaviour norms which accelerated decision making
10. Internal Control System
Establish and systemised decision-making process
Detailed repository of all procedures
Promotes efficiency and cooperation
Cumulates to their Knowledge Management System
(KMS)

Conclusions:

Moons initiatives had resulted in low annual employee turnover at 0.2% by end 2007. This
was below the national average of 2.23%.

This also explains that employees are motivated and loyal towards YK, translating into
sustainable advantage for their business. What was most critical was the evolution of the
basis of decision-making, which eventually evolved to its current dynamic based strategic
decision-making. Effectively shortening reaction time to internal and external environmental
changes.