Helping with Adventurer Party Management

I thought, I thought, I thought, and I thought, and I decided to stop worrying.

My job is to deliver results, not to get drunk to worry.

You can ask people what they can't do on their own.

What you don't know for yourself, just ask people.

What you do is take your feet, use people, be creative and facilitate your work.

When I cut it off like that, I felt something brighter.

I'm not alone anymore. People don't follow people who aren't bright.

There's nothing I can do to worry about the people around me.

Let's start with "(10)."

First I decided to clean my office.

A workable person is a beautiful desk.

The offices of the profitable companies are organized.

Then collate the customer information.

There are four types from a large number: "Records of Running Adventurers who took part in the tour," "Records of Running Adventurers who took a foot shape," "Lower aristocrats and knights who ordered protective shoes," and "Some senior aristocrats who ordered protective shoes."

When I sort it out, I see biases and missing data.

But that analysis is later. Prioritize organizing and cleaning first.

Looking at the premise of organizing, the workshop is terrible too.

Although it is the placement of the work place that is the initial street, jigs and tools are cluttered and discarded, and leather cuts, debris, etc. are also scattered on one side of the floor.

The factory needs 5S.

is tidy, tidy, clean, clean,

This is if you don't stay in the workshop for a while tomorrow and start coaching.

We don't have uniforms and radio gymnastics, so we have to introduce some kind of collective behavior habit.

It's okay to worry about potential customers in the future, but there's no way to go without firstly developing a shoe making ankle and hips with a kitten.

You can't miss the opportunity now that you're able to monopolize the right to manufacture shoes.

The strength of the workshop is the strength of the mechanism.

Fortunately, I also have extensive experience coaching the factory.

I decide to throw off my own weight and even put in a modern mechanism.

Make this factory a Japanese-style manufacturing factory today.

Attendance and exit management

Make a schedule of your upcoming outings so you know.

If I could find out about 5 days away, that would be fine.

I also need to manage the attendance and exit of the craftsmen.

I don't have a card reader, so lower the piece of wood with the name on it and flip it when I get to work. Return to the table when leaving work.

· Management of tools and jigs

I usually write my name to represent who is responsible for the tool as well, but I write the number because many of the names are unreadable.

When I counted the scores, I was missing about two points.

This is my fault I didn't manage my tool inventory.

Plant inventory management

Where is the stock of guardian's shoes stuck in the process of production. You have to make sure you can see it.

-Visualizing the bottleneck

Place a cage (basket) to put shoes in between each process, and the marks on the stack are the bottlenecks in the workplace.

Each craftsman can only do one job so far, but they also need to be able to do two tasks so that they can help with the bottleneck process.

· Skills management of craftsmen

Which processes can each craftsman perform? It is necessary to create a skill chart for craftsmen.

· Development of rewards according to learning

Craftsmen who are able to perform multiple processes need to increase their wages, and they need to be made aware of them and become more motivated to learn.

Process by process goal management

In the first place, in each process, we don't even include a goal management mechanism for how many pairs of shoes we need to make today, and how many of them we made.

Write a piece of wood representing the numbers on a large plate so that once the craftsman of the final process is complete, one by one, it is turned upside down.

-Quality inspection

It would be nice for me to take on the final quality inspection so far.

The truth is, I want to do a sabotage test as well.

Only here, I don't feel like leaving it to the craftsmen.

Once the awareness of the artisans has improved, I also want to carry out improvement activities.

I would also like to discuss improvements while looking at the shoes that have come around to repair them.

After dinner, saying bumps, she threw herself away, saw me shredding pieces of wood, sorting parchment, making booklets, drawing lines on boards, and Sarah was totally donning.

Even I was worried about whether it would be okay to create Japanese manufacturing in the other world, but that is a further story.

I decided to build a corporation and manufacture shoes for runaway adventurers, so as a normal person without cheats, I just have to be thorough about everything.

Move your body first. Move it to create a mechanism. Improve if things don't work out.

If it still doesn't work, stop and think. Ask people if you don't know what to think. Talk to him.

We just have to repeat this as much as possible.

That's what a job is, isn't it?

If we just do this, we'll make it work.

That's what I was thinking that night, even in the weather.

◇ ◇ ◇ ◇ ◇

Starting the next day, I explained to the artisans who had come to work in pieces and started mentoring them.

But my mechanism, assuming Japanese discipline and ethics, didn't work out perfectly.

This is what the picturesque cake is all about.

Common sense is really different from the basics.

I've spent less than five years in this world too, but I can't deny watching it sweetly.

The craftsmen have always asked questions about everything.

"Why would you do that?

I thought it would be easy to teach because I gathered young craftsmen, but in terms of common sense being apart, age had nothing to do with it.

Trying to manage your attendance.

"Why, do you do that?

They are from a small workshop and have several disciples in their parents at best, so there is no concept of personnel management.

I answered to determine my monthly salary depending on my attendance, but I am not satisfied.

Since management techniques are not well developed in this world, it is common to pay artisans on a daily basis or pay for results.

Since I had no choice, I decided to give up my monthly payment and keep a daily payment record.

Once you use the tool, put it where it's decided, if you instruct.

"Why, do you do that?

This doesn't seem to settle either, so I put tools on each member to make a belt that I could carry around and tie it to the numbers.

When I was convinced that it belonged to me, I started carrying the tools myself, so I got the same effect.

When leaving work, the tool for each belt could be placed in a determined location.

I hated it so much when I made my fixtures inventory visible.

"Why, do you do that?

My work can be done carefully, so I can't help but delay.

I explained that the purpose was to make the lag visible so that I could help with the whole thing, but I didn't pass it on to craftsmen who didn't have the concept of teamwork.

Well, I don't know what I don't like, but I see things flowing, so I introduced this forcefully.

Just take the setup from the cage in the previous process, work on the part in charge, and put it in the next cage.

I just have to make it a habit.

Everything is at this rate.

Artisans' consciousness reform and voluntary improvement activities are not desirable.

Ideally, every day we develop mechanisms to match the willingness and habits of local craftsmen.

Somehow, while I think it's similar when I coached a factory in Asia, I will continue coaching because I put the management of the factory on track with higher wages and rewards for achievements than the surrounding workshops.

Since it was not possible to get Gorgogo, the artisanal skin, to turn to instruction, I wanted people to come out of today's artisans to manage the process, but for a while it doesn't seem like the technique I want.

The gap between ideal and reality is huge.