[Case①] Eliminating Person-Dependent Work

Background of the initiatives for eliminating person-dependent work

A person-dependent work system can create a significant obstacle to taking childcare leave.
When specific tasks are performed by a limited number of employees whose training and experience enable them to perform their work without the need for specific manuals or work instructions, it's difficult for individual team members to consider taking time off because doing so would leave the team shorthanded with no one qualified to step in to cover specific responsibilities. It's even harder for team members to consider taking time off when the work requires judgments based on data and complex standards that only a limited number of employees are qualified to make.
Under these circumstances, each time an employee wishes to take leave, the risk of undermining business continuity increases.

Approaches to the Problem

1.Increasing the number of personnel We have secured the right personnel for the necessary work and have built a system capable of responding in a highly flexible manner.

2.Maintenance of work instructions We have clarified procedures so that the same high level of quality can be ensured regardless of who performs the work.

3.Revision of judgment criteria We have simplified and improved complex criteria to make it easy for anyone to understand.

With the goal of improving workplace QOL, we sought the department's understanding and cooperation in eliminating dependency. We felt that because this is an area that affects all employees, everyone's input was essential to success. In addition, sharing information about initiatives within the department significantly increased awareness of the initiatives throughout the organization, and operational stability improved.
This approach has resulted in a greatly improved situation regarding work traditionally performed by specific team members.

[Case②] Multi-Skilled Promotion

Background of the initiatives for eliminating person-dependent work

While there was growing understanding within the department that male employees should also be able to take childcare leave, the problem remained that there were only a limited number of people capable of covering the work of those on childcare leave.
As a result, the need for multi-skilled workers increased, and we proceeded to ensure that employees received the necessary training.

As a result, employee skills and competence throughout the department have significantly improved, and teams are able to cover work in the absence of a team member. This has greatly enhanced the flexibility and stability of operations.