Hello, everyone.

This is Enta.

The other day, I had a highball that was a bit stronger—9%.

Two 500ml cans!

That really got to me lol

Everyone, take care, lol

I heard that a director I know got scolded by the general contractor.

I hear that production has already gone through three different directors.

Well, I guess the general contractor would be angry, wouldn't they?

 

As a general rule, a single site supervisor handles the project from the start of construction through to completion. (For projects over 50 million, are two or more supervisors required?)

Generally speaking, for our slope stabilization projects, even for sites of a moderate size, I’d say the cost is around 30 million.

Personally, I think a job site of this size is just right. (Though I haven't had many of those lately.)

 

If Person A is in charge of loading, Person B is in charge of construction, and Person C is in charge of cleanup, the general contractor’s supervisor won’t know who to talk to or coordinate with.

And if the process up to this point has been passed on perfectly, there won't be any problems, but,

I think there are actually more things that aren't done than things that are.

That’s why disputes with the general contractor often arise.

 

Especially the major companies.

This is due to staffing issues at major companies, but there are aspects of it that can’t be helped.

Since major companies tend to land the big projects, qualified and experienced workers often end up at large job sites.

Suppose a veteran worker who happened to be available was handling the planning and loading for a small job when the next large job began.

If that happens, those veteran players will inevitably be left behind.

The next available person is then assigned to that site.

Eventually, that person gets passed by, and the baton is passed on to the last person, but the last person just ends up getting scolded.

This happens all the time lol

Well, I feel bad saying it’s “common,” since it might sound like I’m putting the general contractor down, but it’s a typical situation at big companies.

 

Even so, I suppose the limit is really two coaching changes.

After that, it becomes difficult to communicate effectively, and it also becomes difficult to determine who is responsible.

It leads to a he-said, she-said situation.

I’ve had many experiences like that in the past, so I understand exactly how you feel.

On the other hand, if we have subcontractors we can hold meetings with and entrust with the entire project, the job site runs smoothly. (That’s what we’re aiming for!)

I'm reluctant to do this because even the most recent director feels it leaves a bad taste in his mouth.

It's a difficult problem, but with such a severe shortage of coaches, there's really nothing we can do.

I'd like to get this done on my own as much as possible.

For local contractors like us, it’s common for one person to handle two job sites at once, so we get scolded for that—but both approaches have their pros and cons.

Since the lack of supervision on the part of the general contractor is likely to continue, we as a construction company need to put systems in place to ensure we can carry out construction and construction management properly.

 

See you later.