韓國鐵道와 産業復興五個年計劃

KNR’s Railroad Recoverγ and Management Performance under Industrial Recovery Plan

After threeyear managemenl of USMGIK, KNR(Korea National Railroadl changed 10 1he railroad managed by Koreans. However, because poor maintenance of transJX)rtation facilities still remained as an unsolved problem, railroad recovery had to be carried out through the injection of large-scale resources. Under these circumstances, 1he ECA program was applied also to South Korea for the purpose of conslruction of the independent economy According to it, planning to railroad recovery got into stride Tn accordance with railroad recovery plan being drawn up, KNR realized centralizatωn--management led by headQuarters through the reorganization of stJ1Jcture. and began transportation facilities maintenance from a generalization-viewpoint. However, when seeing the actual situation of railroad recovery. although construction of three coa1 transportation railroads were carried out preferentially. supply of materials was delayed generally, and vehicles repair and track maintenance were not advanced as planned In spite of delay of railroad recovery, transportation demand began to increase gradually by economical recovery. Then, KNR improved the efficiency of freight car use, and corresponded to rapid demand increase Consequently. its transportation efficiency improved greatly so that it could check in labor productivity per one personnel, times of average train per day But. before carrying out an ECA program completely, when economic stabilization and recovery of a market function were progressed, KNR faced hard budget constraint. For this reason, K. ffi. perlormed strengthening of accounting control, strengthening of materials management. and personnel reduction, and showed the adaptation pattem over change of outside environment