Imbalance of working hours in clerical work

• In a certain back-office department within Macnica, there was an imbalance in employees' working hours for clerical work.

However, since the working hours for various clerical tasks differ depending on the employee's employment status and the degree of concurrent work,it was not possible to specifically grasp where and to what extent the imbalance occurred.

Placement based on intuition and experience

• Assignment of personnel to various clerical work was carried out based on intuition and experience.

Passive repositioning

• Every time there was a change in resources such as personnel additions or transfers, we implemented a small relocation to balance the changes that occurred.

Developed deployment automation tools, but performed most deployments manually

In order to realize personnel allocation with less unevenness in work load, we developed a personnel allocation automation tool using this term's allocation decision as an initial use case, but this time we did not use the automatic allocation creation function of the developed tool. I did.

The best result is the idea of arranging based on numbers, not just intuition and experience

In the process of tool development, "the idea of assigning personnel based on numbers" was introduced to the field, and the preparation of a scheme for quantifying various working conditions with Excel was more important for the field than the tool development itself. It's been a big change.

In fact, while I was preparing to quantify working conditions in Excel, I was able to create most of the personnel assignments for this term based on numbers (happy? Miscalculation).

Leverage placement automation tools to make suggestions for “doesn’t matter” situations

For the rest of the parts where the placement was not decided, we used the automation tool to make suggestions for places where humans would not be able to base their placement decisions on ``either seems to be fine''. .

I was able to let people in the field experience the value of in-house DX activities.

Even if only people who are familiar with data and systems come up with ideas and take action, the project will not progress unless the value is communicated to the people in the field.

In this activity, the intuition and experience of the site were actually converted into data, and it was the first step for the site to experience the approach of solving small problems. I think it should be something.

Unlike at the beginning of the project, I think that the fact that people in the field have come up with realistic and effective ideas is also an effect of the experience of this project.

I want to detect imbalances in the workload and actively change the allocation.

Automation has reduced the time it takes to devise placements, and staffing biases can now be estimated numerically.
As a result, we believe that it will be possibleto detect imbalances in work loads and proactively consider relocation beforeevents such as personnel transfers of employees are required.