Poised for Take-off Thanks to its successful informatization efforts spanning several years since the company's spin-off from KEPCO (Korea Electric Power Corporation) on April 1, 2001, KHNP (Korea Hydro & Nuclear Power: www.khnp.co.kr )'s management innovation as well as informatization effort is poised to take off in earnest. Through such successful management innovation and informatization efforts, even KEPCO has benchmarked KHNP's process innovation and furthermore, KHNP has in fact been leading public corporations' management innovation and informatization by becoming a benchmarking object from a number of public corporations such as Korea Railroad Corporation, Korea Rural Community & Agriculture Corporation, Korea Gas Corporation, Korea District Heating Corp., etc., in terms of management innovation and informatization, Mr. Shim Ki-Bo, Chief Manager on PI, KHNP explained in a special interview with The Korea IT Times regarding electric power companies' management innovation and informatization including ERP. Big-Bang mode's ERP First off in terms of ERP, KHNP has been driving forward Big-Bang mode's ERP, which applies, simultaneously to the company's entire affairs, not gradual ERP. Its ERP which was introduced for the first time in the field of domestic generation of electric power, has accepted advanced Business model actively and took 13 months from business embark till operation commencement, Shim explains, referring to the fact that a distinctive feature of KHNP ERP is that the company has introduced advanced management techniques of world level through BPR (business process redesign) process before ERP application. Shim further noted that KHNP's ERP was applied in the field of radiation, environment and large-sized construction project as well, with which general corporations don't deal. KHNP's cutting-edge management innovation technique's application includes SEM, ABC, BSC, and e-Biz, according to the Chief Manager. Concerning its introduction expectation effect, Shim confidently predicted productivity improvement, construction period retrenchment on a par with advanced countries, resources management efficiency as well as stock reduction, computerization development cost curtailment according to system integration and so on. He emphasized that affairs process improvement effect by the introduction of ERP can be found conspicuously in terms of generation operation of electric power, facility/standardization, radiation/ environment, construction management, management control, and financial affairs resources. Besides such expectation as well as improvement effects, the Chief Manager elaborates on that KHNP has come to pursue ethics management through clean & transparent corporate culture and to construct strategic decision-making support system base plus corporate confidence boost with corporate management corresponding to global standard. Dream of global recognition In conjunction with its management innovation, KHNP's DREAMS (Digital Realtime Enterprise Asset Management System)-based management innovation is noteworthy.. Its management innovation direction as well as strategy is to comply with the government's innovation policy, to advance into becoming a respected corporation and to secure competitiveness with the industry, Shim comments. Accordingly, to secure competitiveness in global electric power market, omnidirectional management innovations have been propelled in the meanwhile including new system introduction, process improvement, habitual practice as well as consciousness reform, technology innovation, management transparency boost, and the core capacity strengthening plus management innovation mindset boost, management innovation system construction by means of DREAMS construction/operation. In particular, about the company's DREAMS promotion background as well as process, Shim said that it was due to management innovation demand increase, management system improvement need according to its spin-off from KEPCO, the need to enhance national confidence with safety and transparency security about atomic power generation and so forth. The Chief Manager added that in the propulsion process of change management, KHNP carried out bold delegation of power and induced succeeding change for the sake of goal as well as vision presentation about continuous management innovation. Concretely speaking, the company has propelled ERP-centered integration information system construction, the core affairs process redesign (BPR) and ERP Package-based henceforth model detail design etc. across the industry's entire businesss such as generation of electric power, construction, management control, management accounting, personnel management/labor, resources/purchase etc., spanning 24 months from Jan. 2002 through Dec. 2003. Mr. Shim stressed that KHNP's such DREAMS-based management innovation aims to become a new leader in the world electric power market which attaches importance to humankind, the environment and technology under the management policy of "Responsibility management," "Technology management," and "Confidence management." In other words, the company wanted to drive forward advanced management process introduction, integration/ advanced information system construction, and responsibility management/profitability-oriented management system introduction by BPR as well as ERP construction that applied advanced management technique. By virtue of such management innovation efforts and informatization propulsion, KHNP has come to dream of creating the most superior electricity power company globally, Shim concluded.