Hello, everyone.
This is Enta.
It's hot in Vietnam lol
Today I'm going to the home of a young person who is in their fourth year as a technical intern.
I had an interview in Vietnam four years ago, and after I got the job, I went to his house lol
It makes me happy to think that today, four years later, I’ll get to see his parents, his wife, and his kids again ^^
I'm planning to talk about his contributions to the company (he's now a leader on the front lines) and other things.
But that's beside the point.
Workload management isn't just the responsibility of construction managers.
When working with a craftsman, the figure they must prioritize above all else is that day’s output.
That said, almost no craftsmen are concerned about that.
It's the same even at the foreman level. It's what's commonly called "rough estimates."
It's fine. That's just the way it is.
After all, some people just won't go through all that trouble.
However, since those people don't know what's profitable and what isn't, they end up running out of money.
A master craftsman who’s making a solid profit is also very careful with money.
All you have to do is jot down your daily trading volume.
For example, in my case, I recently drilled two drainage boreholes, each 35 meters deep.
Let's say the unit price per meter for drilling is 7,000 yen. (This is just an example.)
35 m × 2 rolls × 7,000 yen = 490,000 yen
Here is today's trading volume.
From this amount, we'll subtract the machinery costs and then the labor costs.
Drilling Machine: 40,000 yen/day
Generator: 3,000 yen/day
Compressor: 2,000 yen/day
Electrical Distribution Panel: 1,000 yen/day
Fuel: 20,000 yen per day
Piston Pump: 4,000 yen/day
SuiPon: 1,000 yen/day
Labor costs: 60,000 yen per day (3 people)
Other Expenses: 20,000 yen per day
Total: 151,000 yen
490,000 yen – 151,000 yen = 339,000 yen
This is the gross profit. (Roughly speaking)
Ultimately, there are things like company expenses and sales and marketing costs, but we can address those later.
(The price is even lower because it includes other consumables, such as casings.)
I can easily do calculations like this every day. (It takes about 5 minutes.)
Even when it comes to legal frameworks, you can get a rough idea of what percentage has been completed, right?
You know how much rebar was used in the assembly, right?
How many cards did you use in the end?
Once you get the hang of it, it becomes really easy.
Divide the monthly unit price of the equipment by 20 to calculate the daily unit price.
Please calculate that on a per-day basis and provide the total for each machine.
It's easy if you decide from the start how much the total equipment costs will be after the spray application.
Once you've been doing this for a year, you'll have enough data to figure out what percentage of the costs are for machinery, so,
You'll get to the point where you can do it without even thinking about it.
If you have a solid grasp of these points, it will be immediately clear what’s profitable and what isn’t.
It's just a small thing. Let's take it one step at a time.
To put it another way, you might even start to tell the difference between sites that are profitable and those that aren't, lol.
If you're a construction manager, you'll probably be able to tell at a glance.
A construction manager who doesn't understand that isn't a real manager.
It goes without saying that a site supervisor should be able to do cost accounting.
See you later.
