Shifting half the working day from production to selling.
Konosuke's policy had another pillar. The idea is to allocate the remaining energy to the work of selling inventory. The company history says that employees gave up their days off to work on sales, and by the following February, 1930, the company had sold out all its inventory and returned to full-time operations.[3]
I would like to see the changes that have taken place here from inside the factory. Even if orders decrease, if we continue to produce as we did yesterday, our warehouse will expand further. Therefore, production volume is reduced and human power is transferred to the output of products. This can be seen as a rethinking of the problem from ``too many workers'' to ``work being concentrated in one place.''
Of course, this is a record left by the company at the time. The working style of giving up holidays cannot be the correct solution for the current workplace. To continue for a long time, you need rest and safety. What I want to inherit is not the size of the burden, but the idea of changing methods in order to keep the promises I want to keep.
Leaving people doesn't just mean leaving seats. It is also about creating a job where that person's experience is useful and leaving them in a state where they can move on to their next move. What changed during the winter when sales were poor was the production volume. What did not change supported the company the next spring.
伝Interpreting YAMATO DENSHI
Before making cuts, can the workflow be changed?
A busy department and an empty department. It is not uncommon for the same company to have both. What this anecdote teaches us is not a command for everyone to work together in sales, but a perspective that reconsiders the flow of people, time, and knowledge. Even in your own work, before you add more work, you can find one place where your results are stalling.