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Korea Immigration Smart Service
Ministry of Justice

The Problem

The Ministry of Justice(MOJ) serves the people of the republic of Korea by guarding and enforcing the Constitution and Laws of the Republic. It is in charge of prosecution, correctional and rehabilitative administration, protection of human rights and immigration policy.
MOJ respects human rights and fosters public participations in the policy-making decisions in order to build an advanced law-governed country where every person is served with great dignity and respect. In addition, MOJ has been pursuing innovation for the delivery of high quality public service in various fields.
Above all, MOJ has been innovating immigration policy very intensively to promote social, political and cultural interchange through active flow of human resource between countries in the era of globalization. As a result, MOJ recently abolished an inefficient system that has been in effect for 50 years and has replaced it with Korea Immigration Smart Service(KISS), which is a new immigration clearance service created by the innovation of organization, work system, process and service quality. Ever since KISS has been in effect, MOJ has confidence that it has been providing the world's best immigration clearance service to public.
MOJ enhanced public trust in government through its innovation and set an innovative model of immigration clearance service focused on the customer's safety and convenience to the public.

Solution and Key Benefits

 What is the initiative about? (the solution)
The outstanding economic growth of Korea has brought about a great increase in the number of passengers who enter and depart from Korea. Today, the number reaches around 100,000 per day. As this is the case, passengers inevitably spend much time going through the passport and visa inspection process.
To solve this issue, MOJ created Korea Immigration Smart Service(KISS). This is a new immigration clearance service made by the innovation in organization, work system, process and service quality.
Firstly, MOJ reorganized its body and reconstructed work system. The immigration office at Incheon International Airport was strictly divided as the two divisions, Entry Division and Exit Division. Immigration officers had difficulties in changing their work place and supporting each other under this system. To improve this inefficient work system, MOJ combined the two divisions into one unified organization composed of 24 mobile teams. This enhanced flexibility in management of immigration officers - more immigration officers were put on duty at the passport control sector during rush hours and less immigration officers when the flow was slow. This flexible management decreased passenger's waiting time by 60 percent for passport and visa inspection at the airport.
Secondly, MOJ developed a scientific immigration clearance service. MOJ introduced Machine Readable Passport System(MRPS) that has a function of not only reading and recording personal information on a passport automatically, but also detecting people under entry and departure prohibition. MOJ also adopted Advance Passenger Information System(APIS). APIS is a system that checks passenger's security background even before their flight’s arrival. This is very useful pre-security check system to prevent terrorists and criminals from entering Korea.
Furthermore, MOJ invented the world's first Remote Crew Self-check System(RCSS) and Automatic Crew Perception System(ACPS). Through RCSS, cargo plane crew can receive immigration clearance service at the cargo terminal without an immigration officer. ACPS enables passenger plane crews possessing a crew registration card to have automatic immigration clearance service.
Thirdly, MOJ abolished the use of departure and arrival card. In the past, every passenger had to submit a card to immigration at the airport. Most passengers found this process annoying as it was one of the main reasons for the delay of immigration process. As this was the case, MOJ abolished the card to decrease paper documents and to make immigration process easier for customers. In addition, MOJ introduced Group Tourist Computing System(GTCS) to increase convenience for tourists traveling in groups.
Korea immigration officers have been joining a service training program to provide a more customer-friendly service. This was developed by specialists, who visited immigration offices and analyzed the attitude of immigration officers in their actual working environment.
These are just some of the examples of how MOJ is achieving increased efficiency and quality of service in the area of immigration policy. Such achievements were possible through KISS. As innovation brand of Korea Immigration Bureau, Ministry of Justice, KISS won the Best Airport Service Quality by ACI(Airports Council International) and the Best Innovation Brand of Korean Government for 2006.

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
a. The date of activities regarding scientific immigration clearance service
May, 2005.
Operation of APIS(Advance Passenger Information System) and MRPS(Machine Readable Passport System)
April, 2005.
Completion of APIS development
February, 2005.
Completion of MRP development and Installation of MRP at all Korean airports.
July, 2004
Start of invention of APIS and MRP
May, 2004
Major plan establishment for scientific immigration clearance service

b. The date of activities regarding innovation in organization and process
October, 2006.
Abolishment of Arrival and Departure Card for travelers between North and South Korea
August, 2006
Revision of enforcement regulation of Immigration Act
August, 2006
Abolishment of Arrival and Departure Card requirement for Korean citizen's departure and registered foreigner's arrival
May, 2006.
Reorganization of Immigration Bureau and reconstruction of the work system
May, 2006
Adoption of ACPS(Automatic Crew Perception System)
November, 2005
Abolishment of Arrival and Departure Card requirement for Korean citizen's arrival and foreigner's departure.
October, 2005
Operation of GTCS(Group Tourist Computing System)
September, 2005
Operation of RCSS(Remote Crew Self-check System) at air cargo terminal
July, 2005
Revision of Immigration Act regarding the abolishment of Arrival and Departure Card
February, 2005
Analysis of customer's needs and benchmarking for the development of innovative immigration clearance service.

c. The date of activities regarding increase of service quality.
March, 2006.
Commencement of service training for immigration officers
February, 2006
Development of service mind training program projected by specialists

d. the date of activities regarding branding immigration clearance service
November, 2006
Acknowledged as the Best Innovation Brand of Korean government
September, 2006
Opening ceremony for KISS
August, 2006
Registration of KISS emblem
March, 2006
Public subscription and public hearing for brand name

(a) Strategies

 Describe how and when the initiative was implemented by answering these questions
 a.      What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
Globalization has promoted the frequency of personnel and cultural exchange between countries. The number of people who enter and depart from Korea has been continuously increasing by 10% every year. It reached 30 million for the first time in 2005 and statistics predict it will reach around 50 million in 2010.
In this era of globalization, it will not be an exaggeration to state that immigration clearance service plays an important role in promoting social, political and cultural interchange by supporting safe and active personnel exchange between nations. Accordingly, immigration clearance service functions as the international standard in evaluating the quality of national public service and as the principal element in estimating the international reputation of the country.
However, many passengers couldn’t get a high quality public service at the airport due to many difficulties caused by complicated immigration process and shortage of immigration officers. Customers spent a decent amount of time lining up for immigration clearance service at the airport. The complicated process and unacceptable attitude of immigration officers became the chief complains of customers. These were main barriers that kept the Korea immigration clearance service from obtaining a good reputation in terms of customer satisfaction.
As this was the case, innovative management system was required to effectively cope with increase of passengers and to deliver a good quality immigration clearance service. MOJ decided to develop innovative immigration clearance service to satisfy customers and to promote positive image of the country in the era of globalization.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
To begin with, MOJ invented MRPS(Machine Readable Passport System) that can read the traveler’s passport information and save it automatically. It is also very effective in identifying a forged passport and in saving customer's time on immigration clearance service.
Secondly, APIS(Advance Passenger Information System) was adopted to provide safe immigration clearance service to passengers. As the system checks the passenger's security background even before airplane's landing, it is very helpful in preventing terrorists and criminals from entering Korea.
In order to enhance crew's convenience, MOJ invented the world's first RCSS(Remote Crew Self-check System) and ACPS(Automatic Crew Perception System). RCSS allows cargo plane crew to receive immigration clearance service at the cargo terminal without an immigration officer while ACPS enables passenger plane crews to receive automatic and simple immigration clearance service by using only crew card.
GTCS(Group Tourist Computing System) is another achievement of MOJ. It provides a comfortable and convenient immigration clearance service to group tourists by computing all the information of group tourists in advance. MOJ strives to deliver the best service to both Korean and foreign tourists through GTCS.
KISS has one more useful portal web site for foreigners staying in Korea. It is called G4F(Government for Foreigner). It provides foreigners with useful information in areas such as employment, investment, and immigration. Even, foreigners can apply for work permit, visa extension, re-entry permit through G4F at home.
MOJ has innovated an ineffective work system which has been in use for 50 years in order to scientifically and flexibly manage immigration officers. MOJ combined the Entry Division and Exit Division of Incheon International Airport into one unified organization composed of 24 mobile teams. Before KISS was introduced, immigration officers worked at their own immigration clearance desk and had difficulties in moving their work place and supporting each other. However, under KISS they flexibly move their location according to the number of passengers. It decreased passenger’s waiting time by 60 percent for immigration clearance service.
Previously, every passenger had to submit a departure and arrival card to immigration officer. However, most passengers didn’t agree with the procedure because it was one of the main reasons for the delay in the immigration process. Accordingly, MOJ abolished the card, which in turn made the immigration process more convenient for the customers.
With a vision to provide more customer-centered service, MOJ also implemented service training with a belief that service can make a difference. This program was developed by specialists, who visited immigration office at Incheon International Airport and analyzed immigration officers' working condition and attitude towards customers.
Scientific devices and IT technology were very essential in creating an environment that provides high quality public service. However, MOJ thought giving a brand name to public service, immigration clearance service, was equally important. MOJ believed that powerful brand for immigration clearance service would leave a strong impression on customers. MOJ also believed it can bring synergy effect in offering supreme public service to customers.

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
MOJ appointed an innovation manager and a brand manager at the headquarters. It also organized the Brand Management Council and Innovation Promotion Team at the headquarters. Now, immigration offices of all ports in Korea, including Incheon International Airport, have their own innovative team and innovative project. At the same time, all the innovation teams in the offices have a close cooperation with Brand Management Council and Innovation Promotion Team at the headquarters.
The main focus of the public service proposed by MOJ was the spirit of “kindness.” The Brand Management Council took charge of this project and strived to provide customers with the kindest public service possible.
The Brand Management Council also promoted the image of KISS by engaging with customers face to face. As a result, customers were able to visualize the impact of the innovation that had taken place within the immigration clearance service. Moreover, the systematic innovation management, active advertising, and specialization of innovation enabled customers to become more comfortable with KISS and led them to enhance their trust in the system.

(d) Use of Resources

 d.      What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
KISS dramatically decreased waiting time for immigration clearance service at the airport. Since the initial use of KISS this year, waiting time for immigration clearance service has decreased by over 60%. For example, the average waiting time for Korean citizen's entry clearance service was around 20 minutes in the last year. However, it decreased dramatically to around 8 minutes after KISS had been introduced. This decrease of waiting time has proven to be an enormous accomplishment.
KISS also had significant impact on public finance. For example, abolishing the Departure and Arrival Card for Korean citizens and registered foreigners was one of the major innovation projects of KISS. Just by abolishing the use of these cards, $1,250,000USD/year was saved from the governmental budget. Furthermore, the decrease of waiting time for immigration clearance service saved customer's cost of waiting by over $22,000,000USD/year.
MOJ attempted to increase efficiency in the area of managing immigration officers. The goal was to achieve maximum efficiency from limited resources and MOJ was successful. Without any additional immigration officer recruitment, the new flexible work system was able to increase efficiency that was equivalent to 30 percent additional recruitment of immigration officers. This would have been an enormous amount in money value.
Immigration clearance service of Korean Immigration Bureau has been building up its reputation internationally. Since the third quarter of 2005, it won 5 times the Best ASQ(Airport Service Quality) in passport and visa inspection. It was also recognized as the world's best immigration clearance service by ACI(Airport Council International) for the year 2006.
Incheon International Airport was awarded the Best Airport Worldwide through global airport monitor survey conducted by IATA(International Air Transport Association)and ACI(Airport Council International) in 2006. The improvement of immigration clearance service by KISS played a crucial role in making Incheon International Airport the best airport in the world. Additionally, the brand name “KISS” was awarded the Best Innovation Brand of Korean Government, and innovative activities of immigration office at Incheon International airport ranked 2nd in the Innovation and Innovation Brand Competition held by the Ministry of Government Administration and Home Affairs in 2006

Sustainability and Transferability

  Is the initiative sustainable and transferable?
The innovation of immigration clearance service and its brand, KISS was based on innovation of process and system. MOJ reorganized Immigration Bureau and improved the management of immigration officers. Furthermore, it revised Immigration Act in order to permanently eliminate inefficient factors within immigration clearance service.
KISS, which was created after a numerous trials and errors, will be used until the next system is introduced. The brand name, KISS has become a registered trademark by KIPO(Korea Intellectual Property Office). MOJ will foster KISS as the international brand at a country level with a pride that KISS is the world's best immigration clearance service and with continuous innovation for customers.
KISS has been encouraging other public servants to further promote innovation, and many public agencies are benchmarking the innovation of KISS. Furthermore, many foreign immigration officers from Japan, China, Singapore, Thailand, and Mongolia have visited the immigration office at Incheon International Airport and Korea Immigration Bureau, Ministry of Justice in order to benchmark the innovation of KISS. Foreign officers were mostly impressed with the fact that MOJ carried out an innovation plan for the immigration clearance service, and that it was able to establish an innovation brand in such a short period of time. Innovation of immigration clearance service in Korea is prevailing not only domestically but also internationally as an excellent example of dramatic improvement in the quality of public service. MOJ expects KISS to be promoted even more through full-scale advertisement in 2007.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
Reorganization and reconstruction of the work system that had been in use for the past 50 years was the most difficult challenges in actualizing innovation. Much sacrifice and participation was required from internal staffs in order to bring about more customer-friendly service. In the beginning, immigration officers were reluctant to step out of their comfort zones. As this was the case, MOJ had to continuously emphasize the importance of reorganization and reconstruction and struggled to gain consensus. Finally, MOJ’s efforts paid off and the immigration officers began to realize the necessity of innovation through repetitive education.
MOJ adopted the bottom-up system for the reorganization and reconstruction of the work system, and top-down system for the creation of its brand name. However, difference in the use of methods brought confusion to the internal staff. To overcome this issue, MOJ gave internal staff an opportunity to participate in the brand naming and advertising process. Furthermore, the Minister of Justice awarded exemplary officials who involved themselves in the innovation. Such incentives motivated many officers to actively participate in the process.
MOJ was confronted with a technological difficulty when MRP(Machine Readable Passport) was initially introduced. The former Korean passport was the source of this problem. MRP could not read the former Korean passport clearly because the printing condition of the former Korean passport did not meet the international standard. Considering the fact that 60 percent of passengers are Koreans and that many still carry the former passport, modification of MRP was inevitable. As a result, MOJ invented the advanced accurate perception software in order to improve the reading rate of the former Korean passport. At present, MRPS(Machine Readable Passport System) of the Korea Immigration Bureau takes pride in over 99 percent passport reading rate.
MOJ created the innovative brand to promote synergy effect. However, MOJ had to struggle through lack of information on brand creation and limited experience. MOJ was able to overcome these obstacles through seeking advice from brand experts and intensive study.
In the process of innovation, MOJ realized that systematic and scientific analysis seems to be the shortcut to innovation that can save both time and expense. Innovation of public services should be carried out not by partial innovation but by overall innovation of organization, work system, process, and service quality. Thank you.

Contact Information

Institution Name:   Ministry of Justice
Institution Type:   Government Agency  
Contact Person:   Moon Sik Choi
Title:   Director of Border Control Division  
Telephone/ Fax:   82-31-478-5062
Institution's / Project's Website:   82-31-386-4525
E-mail:   kimsu007@moj.go.kr  
Address:   Immigration Bureau, Gwacheon Government Complex, 1 Chungang Dong
Postal Code:   427-720
City:   Gwacheon
State/Province:   Gyunggido
Country:  

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