Helping with Adventurer Party Management

Depressed or not, the job won't wait for me.

Due to my absence from the office for about a week, I had loads of work for the main office.

It is udder high to near the ceiling at the corner of the workshop, literally stacked up physically, compressing the visual and workshop area.

That was a box with guardian shoes waiting for the final test.

"This is... well, I can't help it"

"'Cause if you Kenji, I'll definitely do the tests myself, don't ask."

Sarah says, pointing her mouth.

Indeed, I only do the quality inspection process myself.

I just want to give work to other people, but the inspection is the last fortress to keep the quality of our products.

Through here, if a nasty product reaches the market, it loses confidence in the product.

When I was a consultant, my mouth was sour telling me not to take the job in on my own against the president of an SME, but it's not a doctor's nutritional, but when it comes to me, it's something that doesn't quite work.

As for the shoe assembly and processing operations entrusted to the other craftsmen, it will be possible to expand beyond this.

But when I'm the only one who can handle the last quality inspection, the production of shoes is limited.

It's called a bottleneck.

There are no inspection machines in this world, so we will basically increase our personnel.

But it's hard to train people who are as committed to quality as I am.

Because it's just me and Sarah and Gorgogo, people who have met customers about what kind of people their guardian shoes are, how they are used, and how much quality they want.

"I won't do it, it doesn't suit me sexually."

"I know. Gorgogo has a new pair of shoes. I'll take that one."

I'm basically leaving it to Gorgogo to develop technology, so I'm going to leave the development to the church and the shoes I plan to deploy.

Sarah would be in trouble if she went to sales with me as my secretary.

How do you make the craftsmen of workshops who have never left the city understand the lives of adventurers?

In other words, how do you get the customer image to be at the manufacturing site?

Speaking of which, didn't the craftsmen ever walk outdoors in protective shoes?

Alternatively, there is the direction of thoroughly developing a manual of quality inspections so that craftsmen do not need to have the image of adventurers or anything else.

If this is a mass-produced product such as metal parts, I might have thought of methods such as extraction inspection.

However, with the current production volume, it is also possible to inspect all the products, which is another problem.

Besides, since they are shoes manufactured with craftsmanship, many valuations are difficult to quantify such as shades and comfort.

Also, how much glue is glued together and how much heel cushion does not work when applied?

In order to make such measurements, a destructive inspection that applies force until it breaks is necessary, as well as the development of laboratory instruments for this purpose.

There is no such thing as industrial standards, it may be too much in this world, but if we want to expand our business, we have to get out of the world of craftsmanship as soon as possible.

We have a lot of connections and consultations, but basically our strength is a revolutionary new product called Protective Shoes and a manufacturing process that allows us to manufacture them cheaply. Because it's small, you can lose everything if you don't focus on your core business and products first.

The aim may be the company of the mark of the apple, or the company that popularized the mass cars with flow work, which is closer in image.

None of them responded to the demands of the market, but rather the company that created the market itself by creating groundbreaking products.

The goal is huge, but the problem under way is...

"Something, I have no idea what Kenji's talking about"

"... well, you're right"

If Sarah doesn't know this much about acting together, no one else understands.

We cannot expand our business without training our management.

And it was the natural fact that managers don't grow up easy.

Even if the goal is far away, if we don't consolidate our feet one step at a time, we will be weak.

We have a lot to sort out here.