인사가 만사라는데...

미국 언론에 기아자동차 현지법인의 수장들에 대한 인사에 대하여 힐란한 기사가 게재되었다. 인사가 만사라는데 과거나 지금이나 그렇지 못한 경우가 없지 않은가 보다. 
기아자동차 본사에서는 나름대로 이유가 있다고 하겠지만 현지 언론과 자동차 딜러들이 그렇게 보지 안는데 문제가 있다. 이미지 개선은 제품 개선만 가지고 되는 것이 아니다.  작금 일어나고 있는 이런 현상이 모두 기업 이미지에 부정적으로 작용하게 될 것이기 땐문이다.

아래 두개의 기사는 인터넷 신문에 있는 기사를 그대로 따왔다.
________________________________________________________________________________________________

Len Hunt, Ian Beavis leave Kia

Kathy Jackson
Automotive News
February 10, 2008 - 3:06 pm ET

Len Hunt, left, and Ian Beavis

SAN FRANCISCO -- Barely two months after being promoted to CEO of Kia Motors America, Len Hunt has resigned, company officials told dealers at the Kia make meeting today. Hunt joined the company in October 2005 as COO.

Officials also confirmed to dealers that Ian Beavis, vice president of marketing, also has left the company. In an email to Automotive News Saturday, Beavis said he could not comment. Hunt did not return phone calls.

 

It is not immediately known why Hunt and Beavis left their positions. On Feb. 5, Kia announced that Byung Mo Ahn had been named to the newly created position of chairman and group CEO of Kia Motors America and Kia Motors Manufacturing Georgia, the automotive plant currently under construction in West Point, Ga. Ahn most recently held the position of CEO of Kia Motors Manufacturing Georgia.

"Ahn was appointed to this position due to the importance of the United States market to the automotive industry and in terms of Kia's global operations. He will be based at KMA's corporate campus in Irvine, Calif.," Kia said in a prepared statement.

 

The statement further said that "Ahn brings to the organization more than 30 years experience with the Hyundai-Kia Automotive Group. Ahn has held various positions within Kia Motors Corp. and Hyundai Motor Co., including president and CEO of Kia Motors America from 1999 through 2001 when he guided the company through unprecedented growth and record sales of more than 40 percent during his tenure."

 

Hunt replaced Peter Butterfield, who was fired as CEO of Kia Motors America at a dealer meeting in October 2005. Butterfield was hired by Ahn.

Kia's sales had risen under Hunt, and that's why he was promoted to CEO, the company wrote in a release on Nov. 12, 2007.

"This decision reflects a solid vote of confidence in the leadership of Len Hunt," E.S. Chung, president and CEO of Kia Motors Corp. wrote in the statement. "He has put together and empowered a team of seasoned professionals to help Kia flexibly meet the changing U.S. market situation, and he is the right choice to lead the company going forward."

 

Kia's sales were down 5.2 percent to 21,355 units in January 2008 compared to January 2007. All car nameplates were up except the full-sized Amanti sedan. Truck sales were down 30.7 percent. Kia will begin selling the Borrego, its first midsized V8 powered SUV in the United States in late spring or early summer as a 2009 model.

 

Hunt, 51, had been executive vice president of VW of America Inc. before joining Kia as COO. Before that, he was vice president of Audi of America Inc. Hunt joined Kia because he did not want to accept a VW position that would have required him to go to Europe to oversee worldwide marketing for Bentley.

 

Beavis, 54, joined Kia in May, 2005 after leaving Mitsubishi Motors North America Inc. in Nov. 2004 as vice president of marketing. Beavis also worked in marketing at Ford of Australia and Lincoln-Mercury Division in the United States. He worked on the Toyota account at Saatchi & Saatchi and headed the San Francisco and Seattle offices for Foote, Cone & Belding on the DaimlerChrysler account.

 

The Koreans have been at odds with their American executives in this country.

In addition to Butterfield being fired in 2005, Bob Cosmai the CEO of Hyundai Motor America was fired in January, 2006. He was replaced by Steve Wilhite, who was hired as the COO in August, 2006. Wilhite left the company in September, 2007.

=========================================================================================================

또 연이어 이런 기사도 있었다. 딜러들의 불만이 이만저만이 아닌 것 같다.

Kathy Jackson
Automotive News
February 10, 2008 - 10:15pm ET

There was tension in the room. Kia dealers went to their make meeting yesterday wanting to know whether rumors were true that Len Hunt, CEO of Kia Motors America, and Ian Beavis, vice president of sales, had left the company.

They soon got confirmation that Hunt - named CEO a mere two months earlier - and Beavis had resigned.

 

The rumors had been flying here since Friday. And when Hunt and Beavis were no-shows at the Kia reception Saturday, confusion swirled. Although many believed the rumors to be true, most employees and dealers at the party said they had received no formal word.

 

Tom Loveless, Kia's vice president of sales, chaired the make meeting. After about 30 minutes with no mention of either Hunt or Beavis, Tacoma, Wash., dealer Ken Phillips stood up and asked about Hunt.

"They said he (Hunt) resigned this morning and so did Ian Beavis," Phillips told Automotive News after the meeting.

 

It then became clear that Ahn Byung Mo, who on Feb. 5 had been named to the newly created position of chairman and group CEO of Kia Motors America and Kia Motors Manufacturing Georgia, would take over Hunt's duties.

Ahn already is CEO of Kia Motors Manufacturing Georgia. He also served as CEO of Kia Motors America from 1999 through 2001.

 

Don Hicks, owner of Shortline Kia in Aurora, Colo., says the dealers were concerned. "This is not the first time this has happened," he says.

Peter Butterfield, Hunt's predecessor, was fired as CEO at a dealer meeting in Las Vegas in 2005.

인사가 만사

얼마전 친구로 부터 이런 얘기를 들었습니다. 그 친구가 회사 CEO로 있을 때 기획, 총무, 인사를 총괄담당하던 임원과 한국의 종합상사 역사상 처음으로 중국조선소를 인수하는데 기초조사에서 부터 중국 당국과의 인수상담을 맡아 큰 공을 세웠고 후에 조선소 총경리를 맡아 일했던 임원이  작년 3월에 친구가 퇴임하자 기다렸다는 듯이 후임 사장에 의해 권고사직을 당했다는 말을 듣고 큰 충격을 받았다고 말했습니다.

이들은 전임사장의 신임을 받은 전임사장의 사람이기 때문에 잘렸다고 합니다. 사실 이들은 그와는  아무런 사적인 관계도 없는 사람들이였답니다. 이들은 간교를 모르는 우직한 사람들이였고 그 후임 사장과 20년 넘게 같은 회사에서 일해 온 능력있는 임원들이였답니다. 그들이 무능한 사람들이였다면 당연한 처사였겠지요.
흔히 인사는 만사라고 하잖습니까?  한 회사의 사장이나 한 국가의 대통령이나 인사 만큼은 친척, 학연, 지연등 사적(私的)인 것을 가지고 좌지우지되면 조직의 건전성을 잃게 된다는 것은 다 알지요. 각개인의 능력, 성실성, 책임감과 일에 대한 열정을 보고 엄중하게 심사해서 선발한 최강의 정예조직을 만들어야 경쟁력있는 조직을 구축할 수 있는 것이지요. 

하지만 유감스럽게도 그 후임자는 그런 기본 원칙도 터득하지 못했는지 큰 잘 못을 저지르고 있습니다. 회사경영의 첫 단추를 잘 못끼는 오류를 범한 것이지요. 안타까운 일입니다. 그 문제의 후임자는 외부에서 영입된 사람도 아니고 그 회사에서 20년 넘게 동고 동락한 사람이라고 하는데...

그러나, 강제 퇴임한 그 두사람은 전화 위복이 뭔지 보여주려는 듯  아주 좋은 회사 최고경영자로 스카웃되어 갔습니다. 기획, 인사 총무를 맡았던 임원은 전자제품을 제조 판매하는 미국회사의 네델란드 현지 법인 대표이사 사장으로 작년 11월에 취임하였답니다. 지금 동분서주 열심히 일하고 있다고 하네요. 유럽 전체의 판매망을 구축하기 위해 열심히 뛰고 있다고 연락이 왔답니다.  다른 한 임원도 역시 부산에 있는 중견 조선회사의 대표이사 사장으로 취임해서 신바람 나게 일하고 있다고 연락이 왔답니다. 중국조선소 보다 규모가 훨씬 큰 회사라고 합니다. 그는  이들 두사람이 훌륭한 능력을 일찍이 간파하고 있었다고 합니다.

이런 훌륭한 인재를 사적인 감정으로 퇴출시키는 것을 보고도 이를 묵인하는 채권은행의 행태를 보고 정말 한심하다는 생각이 들었다고 한숨 짖더랍니다. 채권은행 안에 있는 사람들이나, 그 회사에 파견되어 일하는 사람들은 무슨 생각을 하는 사람들이였을까?

인사는 만사라고 합니다. 옳바른 인사 행정이 있을 때 그 조직에는 질(質) 좋은 인재가 모이게 되고 그런 회사만이 치열한 경쟁에서 생존할 수 있는 것 아닐까요?  인재를 알아보지 못하는 리더는 그자리를 오래 유지하기 위해 무리수를 계속 하지 않을지...

"요즘 애들은 몰라요"

어른들은 청소년들이 버르장머리 없는 짓을 하는 것을 보면서 "요즘 애들은 몰라!" 하면서 마땅치 않아 한다. 엘리베이터에서 떠들어도, 지하철에서 모비일 폰에 대고 떠들어도, 어린 여학생들이 길거리에서 담배를 피워 믈어도, 행인들의 불편을 아랑곳 하지 않고 길을 막고 제멋대로 놀아도, 명절에 어른들에 인사를 하지 않아도, 식당에서 테이블 사이를 뛰면서 떠들어도 그냥 어른들은 "요즘 아이들은 몰라" 라고만 한다. 그렇게 체념하 듯 말하면서 청소년들을 가르쳐 주려고 나서는 사람이 없다. 막상 가르쳐 줄려고 나섰다 망신을 당하는 것이 두렵거나 아무것도 모르는 아이를 타이르려고 나섰다 오히려 폭행을 당하지 않을까 두려운 세상이 되어버렸다.

그런데 아이들 뿐만이 아니다. 어른들도 마찬가지로 아무것도 모르는 요즘 아이들과 다르지 않은 것을 가끔 본다. 학교에서는 초등학교, 중학교, 고등학교가 모두 상급학교 입시 준비에만 올인하고 있으니 인성교육이나 예의 범절 교육과목 교과서는 이제 박물관에도 장서로 있을지 말지하고 고서점에서나 찾아 볼 수 있을런지 모르겠다.  한심하다.

지난 연말 신호를 보고 차도를 건너는데 검정색 그랜져 승용차가 보행자 건널목으로 삐질삐질 내앞으로 코를 밀어오고 있는 게 아니가?  손가락으로 신호등을 가르키면 신호등이 안 보이느냐고 말하고는 그냥 차량 앞을 지나 건널목을 다 건넜는데 뒤에서 뭐라고 하는 소리가 들렸다. 뒤를 돌아보니 아까 그 차 운전자가 창문을 열고 나한테 뭐라고 한다. 가던 걸음을 멈춰 뭐라고 하나 들어보니 나한테 욕을 하고 있는 것 같았다. 나는 차로 닥아가기 위해 몸을 돌려 한발짝 내밀자 그 운전자는 뺑소니 치듯 달아 났다.

십여년전 어느 날 이른 아침 출근 길에 고려대학교를 다니는 아들을 차에 태우고 가다 빨간 신호등이 켜져있어 정지선 앞에서 기다리고 있는데 옆차가 신호를 무시하고 그냥 가고 있는 것을 보고 뒤에서 경적을 울렸다. 이것을 본 아들이 하는 말이 "아빠, 그러지 마세요. 그러다 괜히 맞아요."

이렇게 요즘 애들 뿐만아니고 요즘 사람들 모두가 모른다. 예의를 모르고 남을 배려하는 마음은 전혀 찾아보기 힘들 정도가 됐다. 나만 편하면 된다는 식이다. 염치도 없다. 그래도 지적하는 사람이 없다. 부모는 입시공부에만 온 신경을 다 쓴다. 학교도 마찬가지이다. 일류학교 입학을 많이해야 좋은 학교로 평가 받을 수 있기 때문이다. 그러니 가르치는 사람이 없다. 가르치려 들다 다칠까 무섭다. 부모도 아니고 선생님도 아니다. 모른다. 이런 사회를 누군가 바꾸어야 한다. 바꾸지 못하면 바꾸는 작업이라도 시작해야 한다.

 

이것도 새 정부가 신경을 써주었으면 하는데 이런것 까지 요구하느냐고 짜증 낼지도 모른다. 역시, 가정에서 부모가 시작해야 한다. 학교에서 인성교육에도 역점을 두고, 그리고 언론이 바른사회를 만드는데 앞장 서야 한다고 믿는다.

미국 자동차업계 55년의 탑-뉴스 뒤돌아 보기

December 31, 2007 - 12:01 am ET

These are the Story of the Year winners since Automotive News inaugurated this annual feature in 1953.

1953: Fire destroys General Motors' Hydra-matic plant in Livonia, Mich.

1954: Reduction of "phantom-freight" charges

1955: (tie) Senate hearings on auto trade practices; attainment of supplemental unemployment compensation by the UAW

1956: GM begins offering five-year franchise contracts, up from one year, in response to dealer complaints

1957: The rise in imported-car sales

1958: Enactment of price-sticker law

1959: Compact cars introduced by Ford Motor Co., GM and Chrysler Corp.

1960: Chrysler's conflict-of-interest problems; a president is deposed, and other executives are affected

1961: Antitrust actions filed against the Big 3; GM accused in Los Angeles discount-house rhubarb; Ford's acquisition of Electric Autolite properties questioned; Chrysler charged with pressuring dealers not to dual with Studebaker

1962: Future of the franchise system: Los Angeles antitrust suit against GM viewed as threat to franchise

1963: GM wins criminal antitrust suit growing out of Los Angeles discount-house situation

1964: Record truck sales and the first 8-million-car year.

1965: "The Year of Records": All-time highs in sales and production of domestic cars and trucks

1966: Safety: Congress holds hearings; bills are passed; William Haddon is appointed safety czar; standards are proposed for 1968 models

1967: 61-day strike costs Ford Motor 500,000 cars; Big 3 workers receive a raise of about $1 an hour in wages and fringes over three years

ENLARGE Semon “Bunkie” Knudsen led the news in 1968 when he left GM to lead Ford, and in 1969 when he was fired after 19 months on the job.

1968: Semon "Bunkie" Knudsen named president of Ford Motor a week after he quit as executive vice president of GM

1969: Semon "Bunkie" Knudsen fired as president of Ford Motor after holding the job for 19 months

1970: UAW strike shuts GM for 67 days in the United States, 95 days in Canada; the strike costs GM production of more than 1.5 million cars and trucks and more than $4.5 billion in sales

1971: President Nixon's economic program and its effect on the auto industry: Prices and wages are frozen; import duty is raised temporarily; currency is revalued; excise tax is repealed; program touches off auto sales boom

1972: Wankel engine advances: GM plans to offer Wankel-powered Chevrolet Vega in 1975 model year; other makers watch and wait; Mazda, with the only Wankel-powered cars in the United States, has a big year

1973: The energy crisis: Arabs halt oil exports to United States; gas rationing feared; uncertainty hurts auto industry and entire economy

1974: New-car sales (U.S. and import) fall to 8.6 million in 1974; 1975 model year is off to a dismal start

1975: U.S. automakers offer rebates of $200 to $500 to move huge inventories

1976: Auto sales rebound after two poor years, reaching 9.96 million for 1976; intermediates and big cars are hot, but small cars are hard to sell

1977: Government orders airbags on new cars, to be phased in with 1982 models; industry fails in bid to have Congress override Department of Transportation decision

1978: The fall and rise of Lee Iacocca, who is fired by Henry Ford II as president of Ford Motor in mid-July, then becomes president of Chrysler in November

1979: Chrysler's financial anguish: Federal loan guarantees sought; future of company in doubt

1980: GM, Ford, Chrysler, American Motors suffer combined loss of $4.2 billion for the year

1981: Another year of recession/depression for the domestic auto industry

1982: John DeLorean is arrested on drug-trafficking charges; he is later found not guilty; his sports car company folds

1983: A year of recovery for the domestic auto industry; sales and production rise after three bad years

1984: Record profits for each of the Big 3 as well as

ENLARGE Lee Iacocca dominated headlines in 1978 when he was fired as president of Ford in July and became president of Chrysler in November.

a record profit of $9.8 billion for the four domestic automakers

1985: Big 3 on buying binge: GM, Ford and Chrysler make major acquisitions outside the automotive field; biggest is GM's $5 billion purchase of Hughes Aircraft

1986: Turmoil at GM: Market share dips; plants to close; Saturn scaled back; plastic-bodied Camaro-Firebird dropped; bus operations for sale; Volvo to run heavy-truck venture; GM has third-quarter operating loss of $338 million

1987: Chrysler buys AMC

1988: The sleeping giant stirs: GM's profits rise; car-market share stabilizes; new models aren't look-alikes; quality improves; overseas operations in high gear

1989: After eight quiet years, Washington again becomes a major thorn in the side of the auto industry; President Bush and Congress talk about tighter emissions rules, much higher fuel-economy standards and alternative-fuel cars

1990: GM's Saturn arrives after seven years of development; the car gets good reviews, pleases shoppers and dealers, but production problems hold output to a trickle, delaying evaluation of Saturn's sales success

1991: Car and truck sales drop 12 percent from a mediocre 1990; GM, Ford and Chrysler deep in red; end of Persian Gulf war fails to ignite sales; GM announces massive cost-cutting program and cutbacks in personnel and facilities as year ends

1992: The bloodbath at GM: Long-passive outside directors rise in revolt as staggering losses continue; chairman, vice chairman, president and two executive vice presidents ousted; Jack Smith named chief executive, and John Smale is first outside chairman since 1937

1993: J. Ignacio Lopez quits GM and joins Volkswagen; GM says he stole secret documents; Lopez and VW deny it; FBI and German court investigate as year ends

1994: Sixteen former Honda managers and two former dealers are indicted in U.S. probe of bribes and kickbacks in wholesale organization; all but three plead guilty

1995: Kirk Kerkorian, Chrysler's second-largest shareholder, makes a takeover run at Chrysler in April, but Chairman Robert Eaton beats it down

1996: Airbags kill kids and small adults; NHTSA delay means no action until 1997 on whether to order lower-powered bags or allow owners to disconnect them

1997: In less than a year, H. Wayne Huizenga's Republic Industries Inc. becomes the nation's largest new-car dealership group, with 270 franchises and annual revenue of $10.3 billion; acquisitions continue; Republic wins fight with Toyota

1998: Daimler-Benz and Chrysler Corp. combine as DaimlerChrysler AG, with Daimler as the lead pony; headquarters are in Stuttgart; Juergen Schrempp and Robert Eaton are said to be co-CEOs

1999: Sales set a record: 16.9 million cars and light trucks for 1999; the old re

ENLARGE Semon “Bunkie” Knudsen led the news in 1968 when he left GM to lead Ford, and in 1969 when he was fired after 19 months on the job. Photo credit: JOE WILSSENS

cord was 16,025,426 in 1986

2000: Chrysler in crisis: Schrempp admits that he planned from the beginning to make Chrysler a division; the Chrysler group loses about $1.8 billion in the second half of the year; heads roll in Auburn Hills, Mich., starting with President Jim Holden; Dieter Zetsche heads the Chrysler group in the United States, and Wolfgang Bernhard is COO

2001: Ford Motor Co. fires Jac Nasser as CEO and president; Bill Ford (the fourth generation) succeeds Nasser as CEO and continues as chairman

2002: Ford's financial and quality problems continue; a turnaround strategy, announced in January, includes a pledge to deliver $7 billion annual pretax profit by 2005 after losing $5.45 billion in 2001; Bill Ford brings back Allan Gilmour as CFO

2003: The Big 3 moved the iron with high incentives but lost market share again; Big 3 share fell to 60.0 percent, down 1.7 points from 2002

2004: Rebates remain sky-high; sales continue near 17 million despite weak fundamentals; Asians boost market share; Big 3 and others try new incentives

2005: Delphi Corp., the world's largest auto supplier, files for bankruptcy protection. GM refuses to bail out Delphi, its former property; Delphi CEO Steve Miller wants to cut wages in half and reduce benefits; UAW threatens a killer strike that would cripple GM

2006: An awful year for Detroit 3. Ford loses $5.8 billion in third quarter; the Chrysler group, felled by sales bank, loses $1.5 billion; GM makes progress but is still light years from financial health. Detroit 3 lose 3.2 points of market share in 11 months; Japanese gain 2.2 points

2007: The Detroit 3 closed the gap in labor costs with their Japanese rivals. The car companies agreed to pay about 55 cents on the dollar to shift nearly $100 billion in combined retiree health care obligations to UAW-controlled trusts. The UAW also relented on two-tier wages that allow the Detroit 3 to replace workers earning $28 an hour with new hires earning half that wage.

2007년 마지막 나홀로 등산 - 2007 - 12- 31

2007년 마지막 등산은 사패산으로 했다. 오후 늦게 2시가 다 돼서 집을 나섰다. 1988년에 착공한지 20년만에 총장 127km의 서울외곽도로는 환경단체와 불교계의 반대로 2년여 동안 공사가 중단됐던 사패터널이 완공, 드디어 지난 28일 완전 개통된 서울 외곽도로를 고양에서 진입해 송추에서 빠지는 짧은 거리를 가는 고속도로 사용료는 무려 2,700원으로!! 주민들의 원성이 나올만도 하다. 차를 몰고 오얏골로 들어가 한림대 수련원 옆을 지나 원각사 앞 텅빈 주차장에 차를 세우고 낙엽이 쌓인 산길을 오르기 시작했다. 지난 29일 같은 지독한 황사는 아니지만 하늘은 여전히 뿌옇다. 사패산 정상에서 보이는 도봉산 봉우리들과 북한산의 봉우리들의 씰루엣으로 오벌랩되어 눈앞에 펄쳐지는 경관이 참 아름답다.


가운데 우뚝 솟은 봉우리가 도봉산의 선인봉, 만장봉, 자운봉, 신선대.(아래사진)
Peaks of Mt. Dobong.(below)

오봉 뒷편으로 백운대, 인수봉, 만경대가 황사를 걸러 희미하게 보인다.(아래사진)
The hazy peaks overlapped behind the Obong Peaks (darker peaks) are Insu, Baegundae and Mankyeongdae of Bukhansan.(below)

사패산 능선에 이어 포대능선과 연결되는 도봉산의 봉우리들과 과 북한산의 봉우리들이 오벌랩되어 한꺼번에 시야에 들어온다.(아래사진)
The peaks of Mt. Dobong and Bukhansan view from the top of Mt. Sapaesan where I climbed today.(below)

그동안 겨울답지 않게 포근하다시피 한 날씨 때문에 계곡의 물은 얼지 않고 메마른 낙엽에 덮혀있다 어제 부터 불어닥친 한파로 산사 뒤의 이상하게 생긴 원각폭포가 가늘게 흘러내리는 물이 얼기 시작했다.(위사진)
A funny looking waterfall.(photos above)

정화되는 북한산 계곡 - 2007-12-29

키나발루 트레킹 때 무리했는지 다리 통증 때문에 병원에도 가고 또 다른 불가피한 일로 두달 가까이 산을 찾지 못했었다. 한해가 넘어 가는데 그냥 앉아 있을 수 없지 않은가? 오늘은 몸을 풀겸 북한산 계곡을 찾아 갔다.

 

지난 3월에 북한산 종주후 북한산 계곡은 처음인데 큰 변화를 보고 기분이 아주 좋았다. 산성매표소를 지나면 오른쪽 길은 포장된 길이 있고 왼쪽으로 탐방 길이 있다. 계곡 탐방 길 입구에 지난 50여년간 흉물스럽게 자리잡고 있던 풀장이 없어진 것이다. 아주 신원하게 넓은 계곡의 원형을 찾고 있는 것 같다.

아래 두 사진은 풀장이 있던 자리. 그러나 이제 풀장은 온데 간데 없어지고 계곡의 원형을 찾아주는 공사가 거의 마무리 된 장면이다.

Today's Bukhansan was the first short trekking after Kinabalu mountain in October. I was pleased to notice that the poor looking swiming pool was demolished and removed away to restore the original shape of valley. 

오늘은 중국에서 날아온 황사가 극심했다. 백운대나 만경대가 잘 보이지 않을 정도다.
희미하게 보이는 만경대와 노적봉사이에 사고가 난 모양이다.  헬리콥터가 선회한다. 사진을 클릭하면 확대된다.

Due to a Chinese sand storm which is unusual in winter season, actually it was not a good idea to go outdoor sporting though I went to Bukhassan where I often visited with my staff last year. It seems like there must be a climber accident. A helicopter was flying over the peaks to probably locate a site to rescue someone in accident. When you click the photo you will see a helicopter.

중문사지까지 아주 천천히 올라갔다. 짙은 황사 때문에 시계가 나빠 조망은 기대할 수도 없겠다. 등산객들이 드문드문 보인다. 나도 등산을 그만두고 하산할 수 밖에 없었다.
Due to sand dust it's like all foggy.

북한산 계곡 대서문 근처에 단골 식당중 하나인 오복장을 찾아 갔다. 주인이 반갑게 맞이해 준다. 이집 별미인 오뎅과 칼국수로 식사를 하며 그동안 북한산 계곡 일대의 변화에 대한 이야기를 들었다. 탐방로 입구 풀장이 철거되어 참 잘 됐더라고 하니까 오복장도 북한산 계곡 정리 일환으로 2009년 까지는 아래쪽으로 이사를 해야한다고 한다.

 

계곡에 무질서하게 들어서 있는 가게들이 정리된다는 기쁜 소식이였다. 일본 북알프스나 말레이시아 코타키나발루 유원지의 잘 정리된 환경을 보고 우리는 왜 이 모양인가 하며 개탄한 일이 있었지만, 뒤늦게 나마 우리 정부가 자연환경 복원에 나섰다니 큰 박수를 보내고 싶다. 현지에서 개인사업을 하는 주민들도 합리적인 선에서 보상 받을 건 보상받고 양보할 것은 양보해서 조속한 시일내에 정리작업이 완료되기를 바란다.

A Letter From Brazil

아래 편지는 1997년에 현대자동차 해외영업본부 남미담당시절에 브라질에 자동차 공장을 건설하기 위한 프로젝트로 브라질을 여러차례 출장을 갔었습니다. 당시 브라질 대리점인
Mr. Reginaldo Regino 소유의 Hyundai do Brazil 에서 근무하던 Project Manager Mr. Eduardo Simoes가 그때를 회상하게 하는 메일을 보내왔습니다. 과거에 일 때문에 알았던 현대자동차 직원들의 이름도 모두 기억하고 있어 여기 블로그에 올립니다. Eduardo의 이메일 주소를 원하시는 분은 말씀하시면 개별적으로 전해드리겠습니다. *^-^*
아래 사진에 생산기술 박황호전무와 남미담당 허 수대리가 보입니다. 지금은 무엇들 하고 있는지...

----------------------------------------------------------------------------------------------------------------------------

Dear Mark,

First of all , thank you for your time and CONGRATULATIONS!

You are doing a tremendous job at HMC.

I am a little peanut to analyse, but all contact we had in the past left me the impressions of your way of thinking, how to have the things done and your respect to others.

I feel proud about you and your career and mainly because I had the opportunity to have a good and close contact with you during the project in Brazil.

I still remember your last words to me at Guarulhos Airport: " You'll have good fruits, Eduardo". Yes, I have learned a lot during that time, been in touch with you and all colleagues of HMC.

Unfortunately things happen and the business as bankrupted. Reginaldo, no news.

Many times I remember a lot of moments and the people of HMC  : Mr Baik, Kevin Chung( he sings pretty good in the Karaoke), SK Lee, S. Hur, Yoon, Hong(Kenny- always friendly and helpful person), Mr Park and Lee ( Ulsan Plant) Mr Park was president , wasn't he?  Joana of the Ceremonial Ulsan Plant that kindly helped me a lot in 97 when I had the facial nerve paralysis during the trip. (that were very tough days!!) Bottom line,very good moments and learning, at all . Please say my best regards to them.

After all I visited Korea 10 times, I have a lot of good things to remember! Once a month Luci and I go to Korean restaurant in Aclimação( You were there) or in Bom Retiro quarter do have a Kalbi, Kimtshi, bulgogii and drink soju. She loves Korean food. Tipshida!!!

You are perfectly right about 100 degree, 10% more faster & better, let's praise; all campaign brings good will, honor and the sense of participation, recognition and importance. Makes positive and proud day. So, luck happens! I was lucky been in touch with you.

At VW Brasil, Dr Sauer introduced a campaign called "Proposal Plan" to improve everything. The motto was: "One proposal per employee per year". VW had about 40.000 heads that time.VW had a matrix to find a score in accordance with position and responsibility. Lower the position and responsibility involved, bigger the bonus. My group received the first place in volume of proposals (11,4 per head/year) and second place in value (US$ 5 millions saving) .

End 1999, I started as General Manager at Kautex Textron 100km far from SP, blowing fuel tanks, ducts and reservoirs for OEMs. I introduced the " Proposal Plan Campaign" with a very simple motto: One proposal, one blue cap. It was fantastic, after three months almost everybody (150 employees) was using a blue cap and showing many others over their tables and we collected about 600 proposals. Many people  start receiving praises and little bonus due to the size of the company, but all corners were clean, little things done, shoe shinning, no nuts on the floor, people talking positively; it was great!

You are right about the ambulance. Let's fix small things and the big will be bigger.

This year only Kautex Brasil received ISO 14000 Certification with honor, among 25 plants worldwide. I left the company beginning 2001. From beginning 2002 up to last November we had a small company in Sao Paulo taking care about cars .Cleaning, polishing, renewing. Very simple job, many things to do, many people to talk and a lot of problems to solve. We were alone doing the business, Luci my wife and my right arm and me. So, after 6 years without holidays, somebody made an offer and we decided to sell the business..

Now we are at home looking to the garden, listening to the birds and writing to you.

How did  I find your blog?

Now I can be a little bit more cyman. Time that I didn't have treating cars.

Some weeks ago I submitted my resume to SPX, an American Company. They are looking for a General Manager for a branch in Sao Paulo.

Looking to SPX's site I wondered about many special tools and equipments they supply HYUNDAI. The HM ALABAMA is a nice plant. I saw the movies. And so I start thinking about you and trying to find you and I found !!!  Was great!!  Suddenly you appear smiling!!!

You look like great and healthy. "No white hair".

What a nice trekking in Kinabalu." What about the legs nowadays?

Your son (Joon?) worries about , but I am sure he is proud about his Dad.

The road in Bolivia is unbelievable. Thank you for sharing your experience and your way of thinking with the world so I could meet you again. I hope many executives (not only) start reading your experience.

I'd say thanks God (any God you know) or thanks Bill Gates?

 

I hope everything is fine with you and you family,  have a nice day.

Our best regards,

Eduardo

Sorry to waste your time but for me this is so valuable moment.