Hello, everyone.

This is Enta.

I've been in Yokohama on a research trip since last weekend.

There has been a significant increase in slope inspections at private residences recently.

That's why I'm going all over the place, but I don't charge for estimates.

Well, charging a fee is a good way to gauge how serious the client is, but since I happen to have an acquaintance in that area, to be honest, I’m just doing it for fun lol.

So, you're doing this investigation while you're out visiting that acquaintance, right?

It looks like something interesting is about to happen around Yokohama, so I'm really looking forward to it. (Can't say anything yet, lol.)

That acquaintance of mine is also a director, but he got scolded by the general contractor, lol.

I hear that there have already been three different site supervisors.

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, even for a site of moderate size on our slopes, 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 while there wouldn't be any problem if the process up to this point had been perfectly handed down, I think that in most cases, it hasn't been.

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

 

Especially the major companies.

There are issues with how major companies allocate their staff, but I think there are some aspects 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.

 

Besides, the director himself feels uneasy about it, so he’s reluctant.

It's a difficult problem, and with such a severe shortage of supervisors, there's not much I can do, but I'd like to try to get it 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 we’ll continue to face a shortage of supervisors for a while, we’d like to put systems in place to ensure we can carry out construction and construction management effectively.

 

See you later.