![\"\"](\"https:\/\/d18r0a86za96sg.cloudfront.net\/wp-content\/uploads\/2026\/05\/27195126\/Kyo_Won_Jin_President_1.jpg\")
<\/p>\n
\u201cComputing Everywhere, Computer Everywhere\u201d<\/p>\n
Kyo Won Jin, President and Chief Product & Production Officer (CPO) at SK hynix brought this topic up at the very beginning of the interview. Based on a philosophy he built over time, he depicted the future of SK hynix throughout the interview. He said, \u201cThe world is turning into a place where computers exist everywhere, and it provides an unprecedented opportunity SK hynix has ever seen.\u201d To seize this opportunity, he has been thinking long and hard to discover what SK hynix needs most right now, actively sharing the results of his contemplation with other members.<\/p>\n
The \u201cSymbol of Innovation\u201d Bringing Changes to Ways of Working<\/h3>\n<\/div>\n<\/div>\n<\/div>\n<\/p>\n
![\"\"](\"https:\/\/d18r0a86za96sg.cloudfront.net\/wp-content\/uploads\/2026\/05\/27195139\/Kyo_Won_Jin_President_2.jpg\")
<\/p>\n
Starting with Head of NAND Development Center at SK hynix in 2014, Jin has held various important positions including Head of Quality & Reliability Assurance, and Head of DRAM Development & Business at SK hynix. He has been involved in numerous successful projects, which led to remarkable achievements, but he takes none of them as his own.<\/p>\n
\u201cI\u2019ve never thought of any specific achievement as my own. Some parts of the company\u2019s overall success was from me, but, of course, some parts of the company\u2019s failures came from me as well. I\u2019ve always had mentors to learn from, and colleagues who helped realize my visions. In short, I believe being with SK hynix was my key to successes.\u201d<\/p>\n
Like other executives at SK hynix, Jin always look back at himself as well as the present, and continuously pursue changes to enhance competitiveness. He also evaluated SK hynix\u2019s current position objectively and emphasized constant \u201cinnovation\u201d is essential for SK hynix to become the best in the industry.<\/p>\n
Jin said, \u201cSK hynix has a history of hardship. Based on such experiences, I think the company\u2019s ability to overcome crisis is beyond excellent. However, we have never had achieved the best position in the industry before. To be the best and to stand out from the competition, we have to change ourselves faster than any other does. What SK hynix needs now is the \u201cinnovation to be the best.\u201d Executive abilities must precede in order to excel in the technology-based industry like memory semiconductor. For this, we need to clearly understand our current development and manufacturing competitiveness, as well as maximize the organizational efficiency by innovations, such as shortening Turn-around Time (TAT), speeding up the ramp-up of new products, and transforming the ways of working with data-science-based methods.\u201d<\/p>\n
Jin recently changed the meeting room layout, removing large tables and chairs. Instead, he installed standing tables and placed chairs along the walls so participants can sit anywhere if they want. This allowed all participants from top to bottom to get involved in discussion, and improved speed and quality of decision-making. Likewise, Jin thinks about innovation every day and acts if necessary.<\/p>\n
Jin noted, \u201cThe information on which I base all my judgments comes from the field. Therefore, true innovation comes from changes in the field, but at present, it takes far too long for the changes to spread in the field, and the field employees\u2019 voices also take too much time to reach me. If we stick to the current way of operating, it can take up to a year for a consensus to form across the entire organization. It means that there can\u2019t be any real innovation within that year.\u201d<\/p>\n
\u201cI think the role of team leaders, who play the role of middleman between employees and management, is more important when forming a consensus within the entire organization. When most employees work, they are in some ways influenced by their team leaders. Therefore, we plan to innovate the ways the management communicate with team leaders, in order to spread the measures of changes to members so that they can actually feel the changes. Through this, we want to create an environment where all employees can realize the changes and voluntarily pursue their own personal excellence.\u201d<\/p>\n
President Jin also said that he has so much advice for junior employees, as he has already walked through the same career path as them.<\/p>\n
\u201cOur society has developed via the accumulation of knowledge. As I learned so much from the people higher up the ladder than me, I\u2019d like to return the favor and deliver my knowledge and wisdom that I gained from my experiences to the younger generation. I\u2019m sure not everything I say will help, but if juniors can use some of my experiences in their own development, I don\u2019t think there\u2019s anything in the world that would be more gratifying for me than that.\u201d<\/p>\n
With a smile, Jin added that he\u2019s spending even more time listening.<\/p>\n
<\/div>\n\n\n<\/div>\nThe \u201cMaestro\u201d Coordinating Everything from Development to Manufacturing<\/h3>\n<\/div>\n<\/div>\n<\/div>\n<\/p>\n
![\"\"](\"https:\/\/d18r0a86za96sg.cloudfront.net\/wp-content\/uploads\/2026\/05\/27195151\/Kyo_Won_Jin_President_3.jpg\")
<\/p>\n
Nowadays, the semiconductor market environment is changing rapidly. While as a number of key products were enough to generate considerable amounts of sales in the past, diversified customer needs have turned each of the derivative products crucial in the market nowadays. SK hynix has also began fundamental structural improvements. With the newly established Product Development & Manufacturing organization, SK hynix has setup a \u201cproduct-oriented business system\u201d that can respond to every diverse customer need. The company is working to change the role of each organization and the way of working accordingly. Jin is now at the forefront of this change as the company\u2019s CPO.<\/p>\n
Jin said, \u201cIt is so important to establish a system that provide customers with competitive products on time to achieve positive business performance and bring value to the customers. Different organizations used to work separately focusing on their own tasks. Such boundaries between development and manufacturing, DRAM and NAND, and front-end and back-end processes meant inevitable inefficiencies. This is indeed the first battlefield where our innovation of competitiveness takes part.\u201d<\/p>\n
\u201cFirst of all, we began to break down the boundaries between organizations, considering collaborations between them in order to maximize their performance. As part of this, we selected various cooperative tasks that organizations under Product Development & Manufacturing can contribute to one another, and encouraged task-oriented workforce exchanges between collaborating organizations so that all members can actually work as one team. While these efforts seemed strange to us at first, we found that these efforts create synergy and improves work efficiency remarkably. The major reason for establishing Product Development & Manufacturing organization was to bring \u2018full-scale optimization\u2019 to the company, and we expect it will lead to a visible outcome in the near future.\u201d<\/p>\n
Jin has been playing important roles in the development and manufacturing fields of both DRAM and NAND Flash. He has accumulated vast amount of experience within SK hynix\u2019s two axes\u2014DRAM and NAND Flash\u2014and gained the unique ability to see the big picture of both semiconductor development and manufacturing simultaneously. For this reason, he is widely regarded as the best candidate for the \u201ccoordinator\u201d position, which is responsible for coordinating the entire development and manufacturing organizations in the company.<\/p>\n
Jin said, \u201cAs I\u2019ve switched among different organizations frequently, I haven\u2019t worked in one particular field for a very long time. Therefore, I do not consider myself as an expert of a certain field. Instead, I obtained experience across numerous fields that helps me see from the broader point of view than others. One of my strengths is that I understand the unique language of each organization so that I can then translate one organization\u2019s language into the others\u2019 quite effectively. Having worked for different leaders is another great strength of mine.\u201d<\/p>\n
Based on this skillset, he is attempting to make drastic changes and bring the radical reform to the company, by coordinating the entire development and manufacturing organizations.<\/p>\n
First, he is building the roadmap to create the \u201cproduct-oriented business system.\u201d Previously, the company established and operated individual development roadmaps for technologies such as engineering, processing, and packaging. From the product-oriented perspective, the problem with this method was that no one could guarantee securing each element technology in time. To solve this issue, Jin is currently working on coordinating the technology development roadmaps based on the product-oriented perspective. In consequence, the company expects the timelines of product development and production will meet the customer requirements.<\/p>\n
It is certainly crucial to secure product competitiveness, but shortening the time spent for developing and mass-producing new products is just as important. To do so, Jin attempts to ensure thorough verification of entire production issues before mass production, clearly identify mass production lines\u2019 readiness in advance.<\/p>\n
Jin concluded, \u201cWe are reinforcing verification processes to check problems that may occur during mass production beforehand, so that we can take appropriate actions in advance. In addition, we are working on identifying the readiness of mass production lines. The goal is to quantify mass production line\u2019s readiness, and apply it to product development progress, in order to ensure that newly developed products quickly result in huge business successes.\u201d<\/p>\n
<\/div>\n\n\n<\/div>\nA \u201cMentor\u201d Who Makes Happy SK hynix with a Firm Belief<\/h3>\n<\/div>\n<\/div>\n<\/div>\n![\"\"](\"https:\/\/d18r0a86za96sg.cloudfront.net\/wp-content\/uploads\/2026\/05\/27195205\/Kyo_Won_Jin_President_4.jpg\")
<\/p>\n
Lastly, SK hynix newsroom team asked Jin to define \u201cKyo Won Jin as a leader who leads numerous members of SK hynix including Product Development & Manufacturing.\u201d He defined himself as \u201ca mentor for all employees helping each member become happier by enhancing the happiness of the whole.\u201d<\/p>\n
\u201cWe all joined the company in search of personal happiness. However, there are limits to what can be achieved alone, no matter how competitive one is. We must work together to overcome that limit. You can improve your competitiveness and develop your capabilities while working together to achieve greater results. It\u2019s a way for each of us to become happier.\u201d<\/p>\n
Jin was full of confidence when answering questions throughout the whole interview. He was filled with optimism for the bright future which he and his SK hynix colleagues would create together. We look forward to the day when the \u201cbright future\u201d he envisions becomes real.<\/p>\n","protected":false},"excerpt":{"rendered":"
\u201cComputing Everywhere, Computer Everywhere\u201d Kyo Won Jin, President and Chief Product & Production Officer (CPO) at SK hynix brought this topic up at the very beginning of the interview. \u201cComputing Everywhere, Computer Everywhere\u201d Kyo Won Jin, President and Chief Product<\/p>\n","protected":false},"author":23,"featured_media":4722,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_migrated_source_id":4611,"footnotes":"","_members_access_role":[],"_members_access_error":""},"categories":[6],"tags":[144,146,109,143,145],"class_list":["post-4727","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-story","tag-cpo","tag-development","tag-interview","tag-president","tag-production"],"acf":[],"_links":{"self":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/users\/23"}],"replies":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/comments?post=4727"}],"version-history":[{"count":4,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727\/revisions"}],"predecessor-version":[{"id":11992,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727\/revisions\/11992"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/media\/4722"}],"wp:attachment":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/media?parent=4727"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/categories?post=4727"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/tags?post=4727"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
<\/p>\n
<\/p>\n
Starting with Head of NAND Development Center at SK hynix in 2014, Jin has held various important positions including Head of Quality & Reliability Assurance, and Head of DRAM Development & Business at SK hynix. He has been involved in numerous successful projects, which led to remarkable achievements, but he takes none of them as his own.<\/p>\n
\u201cI\u2019ve never thought of any specific achievement as my own. Some parts of the company\u2019s overall success was from me, but, of course, some parts of the company\u2019s failures came from me as well. I\u2019ve always had mentors to learn from, and colleagues who helped realize my visions. In short, I believe being with SK hynix was my key to successes.\u201d<\/p>\n
Like other executives at SK hynix, Jin always look back at himself as well as the present, and continuously pursue changes to enhance competitiveness. He also evaluated SK hynix\u2019s current position objectively and emphasized constant \u201cinnovation\u201d is essential for SK hynix to become the best in the industry.<\/p>\n
Jin said, \u201cSK hynix has a history of hardship. Based on such experiences, I think the company\u2019s ability to overcome crisis is beyond excellent. However, we have never had achieved the best position in the industry before. To be the best and to stand out from the competition, we have to change ourselves faster than any other does. What SK hynix needs now is the \u201cinnovation to be the best.\u201d Executive abilities must precede in order to excel in the technology-based industry like memory semiconductor. For this, we need to clearly understand our current development and manufacturing competitiveness, as well as maximize the organizational efficiency by innovations, such as shortening Turn-around Time (TAT), speeding up the ramp-up of new products, and transforming the ways of working with data-science-based methods.\u201d<\/p>\n
Jin recently changed the meeting room layout, removing large tables and chairs. Instead, he installed standing tables and placed chairs along the walls so participants can sit anywhere if they want. This allowed all participants from top to bottom to get involved in discussion, and improved speed and quality of decision-making. Likewise, Jin thinks about innovation every day and acts if necessary.<\/p>\n
Jin noted, \u201cThe information on which I base all my judgments comes from the field. Therefore, true innovation comes from changes in the field, but at present, it takes far too long for the changes to spread in the field, and the field employees\u2019 voices also take too much time to reach me. If we stick to the current way of operating, it can take up to a year for a consensus to form across the entire organization. It means that there can\u2019t be any real innovation within that year.\u201d<\/p>\n
\u201cI think the role of team leaders, who play the role of middleman between employees and management, is more important when forming a consensus within the entire organization. When most employees work, they are in some ways influenced by their team leaders. Therefore, we plan to innovate the ways the management communicate with team leaders, in order to spread the measures of changes to members so that they can actually feel the changes. Through this, we want to create an environment where all employees can realize the changes and voluntarily pursue their own personal excellence.\u201d<\/p>\n
President Jin also said that he has so much advice for junior employees, as he has already walked through the same career path as them.<\/p>\n
\u201cOur society has developed via the accumulation of knowledge. As I learned so much from the people higher up the ladder than me, I\u2019d like to return the favor and deliver my knowledge and wisdom that I gained from my experiences to the younger generation. I\u2019m sure not everything I say will help, but if juniors can use some of my experiences in their own development, I don\u2019t think there\u2019s anything in the world that would be more gratifying for me than that.\u201d<\/p>\n
With a smile, Jin added that he\u2019s spending even more time listening.<\/p>\n
The \u201cMaestro\u201d Coordinating Everything from Development to Manufacturing<\/h3>\n<\/div>\n<\/div>\n<\/div>\n<\/p>\n
<\/p>\n
Nowadays, the semiconductor market environment is changing rapidly. While as a number of key products were enough to generate considerable amounts of sales in the past, diversified customer needs have turned each of the derivative products crucial in the market nowadays. SK hynix has also began fundamental structural improvements. With the newly established Product Development & Manufacturing organization, SK hynix has setup a \u201cproduct-oriented business system\u201d that can respond to every diverse customer need. The company is working to change the role of each organization and the way of working accordingly. Jin is now at the forefront of this change as the company\u2019s CPO.<\/p>\n
Jin said, \u201cIt is so important to establish a system that provide customers with competitive products on time to achieve positive business performance and bring value to the customers. Different organizations used to work separately focusing on their own tasks. Such boundaries between development and manufacturing, DRAM and NAND, and front-end and back-end processes meant inevitable inefficiencies. This is indeed the first battlefield where our innovation of competitiveness takes part.\u201d<\/p>\n
\u201cFirst of all, we began to break down the boundaries between organizations, considering collaborations between them in order to maximize their performance. As part of this, we selected various cooperative tasks that organizations under Product Development & Manufacturing can contribute to one another, and encouraged task-oriented workforce exchanges between collaborating organizations so that all members can actually work as one team. While these efforts seemed strange to us at first, we found that these efforts create synergy and improves work efficiency remarkably. The major reason for establishing Product Development & Manufacturing organization was to bring \u2018full-scale optimization\u2019 to the company, and we expect it will lead to a visible outcome in the near future.\u201d<\/p>\n
Jin has been playing important roles in the development and manufacturing fields of both DRAM and NAND Flash. He has accumulated vast amount of experience within SK hynix\u2019s two axes\u2014DRAM and NAND Flash\u2014and gained the unique ability to see the big picture of both semiconductor development and manufacturing simultaneously. For this reason, he is widely regarded as the best candidate for the \u201ccoordinator\u201d position, which is responsible for coordinating the entire development and manufacturing organizations in the company.<\/p>\n
Jin said, \u201cAs I\u2019ve switched among different organizations frequently, I haven\u2019t worked in one particular field for a very long time. Therefore, I do not consider myself as an expert of a certain field. Instead, I obtained experience across numerous fields that helps me see from the broader point of view than others. One of my strengths is that I understand the unique language of each organization so that I can then translate one organization\u2019s language into the others\u2019 quite effectively. Having worked for different leaders is another great strength of mine.\u201d<\/p>\n
Based on this skillset, he is attempting to make drastic changes and bring the radical reform to the company, by coordinating the entire development and manufacturing organizations.<\/p>\n
First, he is building the roadmap to create the \u201cproduct-oriented business system.\u201d Previously, the company established and operated individual development roadmaps for technologies such as engineering, processing, and packaging. From the product-oriented perspective, the problem with this method was that no one could guarantee securing each element technology in time. To solve this issue, Jin is currently working on coordinating the technology development roadmaps based on the product-oriented perspective. In consequence, the company expects the timelines of product development and production will meet the customer requirements.<\/p>\n
It is certainly crucial to secure product competitiveness, but shortening the time spent for developing and mass-producing new products is just as important. To do so, Jin attempts to ensure thorough verification of entire production issues before mass production, clearly identify mass production lines\u2019 readiness in advance.<\/p>\n
Jin concluded, \u201cWe are reinforcing verification processes to check problems that may occur during mass production beforehand, so that we can take appropriate actions in advance. In addition, we are working on identifying the readiness of mass production lines. The goal is to quantify mass production line\u2019s readiness, and apply it to product development progress, in order to ensure that newly developed products quickly result in huge business successes.\u201d<\/p>\n
<\/div>\n\n\n<\/div>\nA \u201cMentor\u201d Who Makes Happy SK hynix with a Firm Belief<\/h3>\n<\/div>\n<\/div>\n<\/div>\n<\/p>\n
Lastly, SK hynix newsroom team asked Jin to define \u201cKyo Won Jin as a leader who leads numerous members of SK hynix including Product Development & Manufacturing.\u201d He defined himself as \u201ca mentor for all employees helping each member become happier by enhancing the happiness of the whole.\u201d<\/p>\n
\u201cWe all joined the company in search of personal happiness. However, there are limits to what can be achieved alone, no matter how competitive one is. We must work together to overcome that limit. You can improve your competitiveness and develop your capabilities while working together to achieve greater results. It\u2019s a way for each of us to become happier.\u201d<\/p>\n
Jin was full of confidence when answering questions throughout the whole interview. He was filled with optimism for the bright future which he and his SK hynix colleagues would create together. We look forward to the day when the \u201cbright future\u201d he envisions becomes real.<\/p>\n","protected":false},"excerpt":{"rendered":"
\u201cComputing Everywhere, Computer Everywhere\u201d Kyo Won Jin, President and Chief Product & Production Officer (CPO) at SK hynix brought this topic up at the very beginning of the interview. \u201cComputing Everywhere, Computer Everywhere\u201d Kyo Won Jin, President and Chief Product<\/p>\n","protected":false},"author":23,"featured_media":4722,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_migrated_source_id":4611,"footnotes":"","_members_access_role":[],"_members_access_error":""},"categories":[6],"tags":[144,146,109,143,145],"class_list":["post-4727","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-story","tag-cpo","tag-development","tag-interview","tag-president","tag-production"],"acf":[],"_links":{"self":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/users\/23"}],"replies":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/comments?post=4727"}],"version-history":[{"count":4,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727\/revisions"}],"predecessor-version":[{"id":11992,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727\/revisions\/11992"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/media\/4722"}],"wp:attachment":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/media?parent=4727"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/categories?post=4727"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/tags?post=4727"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
<\/p>\n
<\/p>\n
Nowadays, the semiconductor market environment is changing rapidly. While as a number of key products were enough to generate considerable amounts of sales in the past, diversified customer needs have turned each of the derivative products crucial in the market nowadays. SK hynix has also began fundamental structural improvements. With the newly established Product Development & Manufacturing organization, SK hynix has setup a \u201cproduct-oriented business system\u201d that can respond to every diverse customer need. The company is working to change the role of each organization and the way of working accordingly. Jin is now at the forefront of this change as the company\u2019s CPO.<\/p>\n
Jin said, \u201cIt is so important to establish a system that provide customers with competitive products on time to achieve positive business performance and bring value to the customers. Different organizations used to work separately focusing on their own tasks. Such boundaries between development and manufacturing, DRAM and NAND, and front-end and back-end processes meant inevitable inefficiencies. This is indeed the first battlefield where our innovation of competitiveness takes part.\u201d<\/p>\n
\u201cFirst of all, we began to break down the boundaries between organizations, considering collaborations between them in order to maximize their performance. As part of this, we selected various cooperative tasks that organizations under Product Development & Manufacturing can contribute to one another, and encouraged task-oriented workforce exchanges between collaborating organizations so that all members can actually work as one team. While these efforts seemed strange to us at first, we found that these efforts create synergy and improves work efficiency remarkably. The major reason for establishing Product Development & Manufacturing organization was to bring \u2018full-scale optimization\u2019 to the company, and we expect it will lead to a visible outcome in the near future.\u201d<\/p>\n
Jin has been playing important roles in the development and manufacturing fields of both DRAM and NAND Flash. He has accumulated vast amount of experience within SK hynix\u2019s two axes\u2014DRAM and NAND Flash\u2014and gained the unique ability to see the big picture of both semiconductor development and manufacturing simultaneously. For this reason, he is widely regarded as the best candidate for the \u201ccoordinator\u201d position, which is responsible for coordinating the entire development and manufacturing organizations in the company.<\/p>\n
Jin said, \u201cAs I\u2019ve switched among different organizations frequently, I haven\u2019t worked in one particular field for a very long time. Therefore, I do not consider myself as an expert of a certain field. Instead, I obtained experience across numerous fields that helps me see from the broader point of view than others. One of my strengths is that I understand the unique language of each organization so that I can then translate one organization\u2019s language into the others\u2019 quite effectively. Having worked for different leaders is another great strength of mine.\u201d<\/p>\n
Based on this skillset, he is attempting to make drastic changes and bring the radical reform to the company, by coordinating the entire development and manufacturing organizations.<\/p>\n
First, he is building the roadmap to create the \u201cproduct-oriented business system.\u201d Previously, the company established and operated individual development roadmaps for technologies such as engineering, processing, and packaging. From the product-oriented perspective, the problem with this method was that no one could guarantee securing each element technology in time. To solve this issue, Jin is currently working on coordinating the technology development roadmaps based on the product-oriented perspective. In consequence, the company expects the timelines of product development and production will meet the customer requirements.<\/p>\n
It is certainly crucial to secure product competitiveness, but shortening the time spent for developing and mass-producing new products is just as important. To do so, Jin attempts to ensure thorough verification of entire production issues before mass production, clearly identify mass production lines\u2019 readiness in advance.<\/p>\n
Jin concluded, \u201cWe are reinforcing verification processes to check problems that may occur during mass production beforehand, so that we can take appropriate actions in advance. In addition, we are working on identifying the readiness of mass production lines. The goal is to quantify mass production line\u2019s readiness, and apply it to product development progress, in order to ensure that newly developed products quickly result in huge business successes.\u201d<\/p>\n
A \u201cMentor\u201d Who Makes Happy SK hynix with a Firm Belief<\/h3>\n<\/div>\n<\/div>\n<\/div>\n<\/p>\n
Lastly, SK hynix newsroom team asked Jin to define \u201cKyo Won Jin as a leader who leads numerous members of SK hynix including Product Development & Manufacturing.\u201d He defined himself as \u201ca mentor for all employees helping each member become happier by enhancing the happiness of the whole.\u201d<\/p>\n
\u201cWe all joined the company in search of personal happiness. However, there are limits to what can be achieved alone, no matter how competitive one is. We must work together to overcome that limit. You can improve your competitiveness and develop your capabilities while working together to achieve greater results. It\u2019s a way for each of us to become happier.\u201d<\/p>\n
Jin was full of confidence when answering questions throughout the whole interview. He was filled with optimism for the bright future which he and his SK hynix colleagues would create together. We look forward to the day when the \u201cbright future\u201d he envisions becomes real.<\/p>\n","protected":false},"excerpt":{"rendered":"
\u201cComputing Everywhere, Computer Everywhere\u201d Kyo Won Jin, President and Chief Product & Production Officer (CPO) at SK hynix brought this topic up at the very beginning of the interview. \u201cComputing Everywhere, Computer Everywhere\u201d Kyo Won Jin, President and Chief Product<\/p>\n","protected":false},"author":23,"featured_media":4722,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_migrated_source_id":4611,"footnotes":"","_members_access_role":[],"_members_access_error":""},"categories":[6],"tags":[144,146,109,143,145],"class_list":["post-4727","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-story","tag-cpo","tag-development","tag-interview","tag-president","tag-production"],"acf":[],"_links":{"self":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/users\/23"}],"replies":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/comments?post=4727"}],"version-history":[{"count":4,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727\/revisions"}],"predecessor-version":[{"id":11992,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727\/revisions\/11992"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/media\/4722"}],"wp:attachment":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/media?parent=4727"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/categories?post=4727"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/tags?post=4727"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
<\/p>\n
Lastly, SK hynix newsroom team asked Jin to define \u201cKyo Won Jin as a leader who leads numerous members of SK hynix including Product Development & Manufacturing.\u201d He defined himself as \u201ca mentor for all employees helping each member become happier by enhancing the happiness of the whole.\u201d<\/p>\n
\u201cWe all joined the company in search of personal happiness. However, there are limits to what can be achieved alone, no matter how competitive one is. We must work together to overcome that limit. You can improve your competitiveness and develop your capabilities while working together to achieve greater results. It\u2019s a way for each of us to become happier.\u201d<\/p>\n
Jin was full of confidence when answering questions throughout the whole interview. He was filled with optimism for the bright future which he and his SK hynix colleagues would create together. We look forward to the day when the \u201cbright future\u201d he envisions becomes real.<\/p>\n","protected":false},"excerpt":{"rendered":"
\u201cComputing Everywhere, Computer Everywhere\u201d Kyo Won Jin, President and Chief Product & Production Officer (CPO) at SK hynix brought this topic up at the very beginning of the interview. \u201cComputing Everywhere, Computer Everywhere\u201d Kyo Won Jin, President and Chief Product<\/p>\n","protected":false},"author":23,"featured_media":4722,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_migrated_source_id":4611,"footnotes":"","_members_access_role":[],"_members_access_error":""},"categories":[6],"tags":[144,146,109,143,145],"class_list":["post-4727","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-story","tag-cpo","tag-development","tag-interview","tag-president","tag-production"],"acf":[],"_links":{"self":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/users\/23"}],"replies":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/comments?post=4727"}],"version-history":[{"count":4,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727\/revisions"}],"predecessor-version":[{"id":11992,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/posts\/4727\/revisions\/11992"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/media\/4722"}],"wp:attachment":[{"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/media?parent=4727"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/categories?post=4727"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/news.skhynix.com\/en\/wp-json\/wp\/v2\/tags?post=4727"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}