Helping with Adventurer Party Management - Chapter 166

How can I maintain the quality of inspections after stepping away from hands-on work?

First, I decide to set up a two-person system. One person will conduct the quality inspections, while the other will check for any oversights in the inspections. This task will rotate at regular intervals. This is known as a shift-based double-check system.

By recording who is responsible for quality inspection for each product, accountability is ensured. After establishing this system and task rotation, I create a manual and place samples of the finished products. While there are no guarantees in quality inspection, the system should suffice for now. I’ll oversee the process closely for a few days. If no issues arise, I’ll continue with this system.

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After several days of effort, there are some minor issues, but I manage to step away from on-site work. Now, I need to think about the future.

The future involves business strategy and policy. Normally, I would hold a management meeting, but as usual, the only person I’m discussing this with is Sara. The lack of broader leadership is a challenge.

When it comes to abstract issues like company policy, Gorgoro, who has a natural artisan disposition, tends to shy away, so it’s understandable. Anne, who handles PR, has been avoiding the workshop office since her disappointing visit to the Cardinal. Additionally, her focus on short-term gains makes her unsuitable for discussing long-term strategies. There are also some matters that Sara and I prefer to discuss privately.

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“I want to make the company bigger.”

When I tell her about my future plans, Sara’s eyes widen in surprise.

“It’s already so big! It’s been less than a year since the workshop started, and I’ve never seen another workshop with more than 20 employees!”

Well, it’s an extraordinary size for a shoe store. Most renowned workshops focus on custom-made, made-to-order products. Employing 20 veteran craftsmen at reasonable salaries would lead to bankruptcy.

Our setup involves hiring many semi-skilled craftsmen to produce high-quality goods at a fast pace and flooding the market with them, which is why it’s possible. Essentially, it’s the difference between a craftsman workshop and a company.

“But I still want to expand,” I continue.

“Speaking of which, you mentioned making shoes for the church too. How many? Do you want to increase the number to about 30 people?” she asks.

“About 200,” I answer modestly. With 200 people, it would be considered a small to medium-sized enterprise. I thought I’d given a conservative estimate, but Sara doesn’t seem to think so.

“200 people! That’s about ten times what you have now! A workshop like that isn’t even a workshop anymore!” she exclaims loudly, almost like a scream.

“That’s right. It’s not a workshop,” I reply, and then add, “It’s called a factory.”

“Factory…”

The word, spoken for the first time in this world, has a strangely hard ring to it.