Taiyo Kogyo Takes on On-Site Reforms with Daily Construction Reports to Improve Turnover Rate of Young Workers

This article is an excerpt from the seminar “A must-see for those in charge! A real-life example of how the Planning Department improved the internal satisfaction level of field agents with Construction DX”.

Another young worker has quit.
Every time such a voice echoed through the company, Mr. Okamoto of Taiyo Kogyo’s Construction Engineering Planning Department felt a growing sense of crisis.

In fact, in one year, the turnover rate of young employees in the construction field was 40% in one year In fact, in one year, the turnover rate of young employees in the construction sector was over 40%. In fact, in one year, the turnover rate of young construction workers was over 40%. According to government statistics (approx. 38%). Mr. Okamoto strongly felt that “there is no future unless we change the way we work onsite.

Daily reports were one of the reasons for leaving the company: "It's hard to get a daily report.

Interviews with younger employees revealed that they were dissatisfied with the clerical work.

The paperwork after the job site is done is very difficult, and there’s a lot of overtime.”
‘It’s a pain in the ass, especially writing the daily reports.’

Taiyo Kogyo has traditionallyExcelThe daily construction report was prepared by It took time to describe the work and paste photos,even the fastest person30〜tilde40minute, he said he’s new.1Hours or moreIt sometimes took

Okamoto-san recalls that this sense of “being made to do things” was one of the reasons why he left the company.

The only way to change the work site is to change the business" - - Joint development of the daily report began.

In response to this situation, Okamoto-san turned his attention to improving the “Daily Construction Report” as a means of resolving internal issues. He then introduced and operated the application as a construction photo application. Mirai Construction Co. and Mirai Construction Inc, Mirai Construction Management (formerly known as Mirai Construction DX We have started joint development of a daily construction report function on (former name: Mirai Construction DX), a construction management application.

Okamoto-san said the following.

We thought, “Can’t we use Mirai Construction’s photo ledger function as a basis for intuitively selecting photos and creating daily reports?”

Excel To eliminate the complexity of finding and pasting photos in The daily report function was designed for ease of use and efficiency. The daily report function was designed with an emphasis on operability and efficiency to eliminate the complexity of finding and pasting photos in Excel.

The key to internal approval is the logic of "reducing overtime for $70 a day.

In joint development, the process of obtaining internal approval was also devised.

Mr. Okamoto estimated that the cost quoted by Mirai Construction would be “about 70 yen per person per day, divided by the number of people in the construction department,” and he claimed, “If this cost is enough to reduce daily overtime by 30 minutes, it is well worth it.

He also explained that the system would allow for a stock of records, which could be shared with the team. I explained that this could be achieved for 70 yen.”

The explanation backed by figures was well received, and the managerial level of the construction headquarters agreed to introduce the system.

Change #1: Reduction of overtime work and improvement of operational efficiency

After the introduction of the system, various positive changes were made at the site.

• Reduced time spent on daily reports: Overtime has been reduced by 20-40 minutes by making it easier to fill out reports from a smartphone.
• Smooth photo attachment: Images can be selected directly from the photo ledger, greatly reducing the time and effort required to search for them.
• Easier accumulation and sharing of records: PDF ledgers with QR codes are linked and can be viewed at any time by interested parties.

In addition, the design staff can now visually grasp what is going on at the site, which has deepened their “understanding of the site” and strengthened cooperation between departments.

Change 2: Retention of younger employees and homogenization of the quality of daily reports

The electronic daily report has lowered the hurdles to creating the reports, and “the quality has stabilized,” says Okamoto.

The quality of the reports has stabilized,” says Okamoto, “because the standardized sentences and pull-downs are in place, and there is less ‘misbehavior’ in the way we write.”

In the two years since the system was introduced, there has been almost no turnover among young employees.

I don’t know if it is because of the Mirai construction or the improved treatment, but the turnover rate has definitely settled down.

The decisive factors for penetration are a "non-compulsory system" and "word of mouth.

Taiyo Kogyo did not force the use of the application. Instead, we involved some of our on-site employees from the development stage as monitors. The app was created so that the actual experience of “it was useful” would spread by word of mouth.

As a result, after the introduction of 2 〜to 3 within 2 to 3 weeks after 8 〜to 90% of the employees have started using the system. 80-90% of the employees started using the system.

I think the key point was the natural development of an atmosphere of “if you don’t use it, it’s a loss.

Confronting turnover by changing operations

This effort is a practical DX case study that “attempted to solve a people problem from the design of operations.
In Okamoto-san’s words,

“Create a system where records are stocked and can be viewed by anyone at any time. This is the way to prepare for the future.”

It is a highly suggestive case study for construction companies to see how DX, which started with improving the daily work of daily construction reports, has spread to the way younger workers work, the culture of the team, and the trust of the entire organization.