Envisioning the path from multiple perspectives: The joy of managing the production of a space

Daisuke Inoue is in charge of production management as a director, and will serve as section manager from 2024. He has been involved in a wide range of projects, including aquariums, museums, and displays. He will talk about the rewards and learnings of creating something in collaboration with various parties inside and outside the company, and his thoughts on nurturing the next generation.
 

Finding the best solution by collating opinions from clients, designers, and production managers

Inoue is the manager of Section 1, Product Direction Division 2, Kinki Business Department, Sales Promotion Headquarters. He is in charge of a team of 10 people that handles a wide range of fields and is involved in various projects.

Inoue: "Currently, I am mainly involved in the project for the Osaka-Kansai Expo to be held in 2025. My role is to assign members to each project, manage their progress, and check and follow up to make sure the on-site work is being done well.

The job of production management is to materialize concept design drawn by the designer as an actual "space". The basis of the job is to be present on-site and to direct the production and construction site while considering not only the process but also safety, quality control, and even cost balance. I did that kind of work every day until I became a section manager.

The process of turning concept design drawn up by the designer into actual construction requires various adjustments.

Inoue: "Once concept design is approved by the client, we explain the details to our partner companies so that they can actually create the product, and reflect them in construction drawings. We make repeated adjustments to find the best solution, such as examining economical dimensions in consideration of cost balance, or proposing alternatives such as changing the material in a place that is likely to get dirty because people touch it often.
 

Designers have their own preferences, and so do our clients. As production managers, we have to ensure safety and quality. Our job is to reconcile all of these opinions and find the best possible solution."

Of course, cooperation with sales representatives is essential when moving forward with a project.

Inoue: "The first priority is to keep the construction costs within the contracted amount, but as we proceed, the amount of work we need to do may increase or decrease. Part of my job is to properly convey this kind of on-site information to the sales department. To ensure that a project proceeds smoothly, I also think it's important for sales, designers, and production management to communicate closely within the company."

Now that he has become a manager and is in a position to manage others, Inoue says there is something he always keeps in mind.

Inoue: "I try to communicate with the members by showing up at the site and proactively talking to them. I think that if you know that someone is looking out for you, it's easier to talk to them when something happens.

Also, in order to reduce the burden on the people on-site, I try to take over as much internal communication and coordination as possible."

Renovating the aquarium's large tank. Collaborating with major general contractors and gaining new insights

Inoue says that the most memorable project he has worked on was the renovation displays at a public museum, which he was put in charge of in his third year at the company.

Inoue: "Until then, I had mainly been in charge of displays, but I was transferred to a different department and was involved with cultural facilities for the first time. It was then that I realized how tough the work was.

For example, I learned that if we don't pay attention to the small details, such as making sure to check whether the road used for delivery is a public road or a private road, and make various adjustments and considerations, we may cause inconvenience to customers and related parties, and construction may be delayed. In addition to this, I learned from scratch how to compile and follow procedures for documents to be submitted, and I feel like I have a new understanding of the fundamentals of production management."

Four years later, he was entrusted with production management for a large-scale project to renovate the large coral reef tank at one of the world's largest aquariums, and he recalls feeling that the job was very rewarding.

Inoue: "The aquarium is themed on the Great Barrier Reef, the world's largest coral reef, which stretches off the coast of northeastern Australia. I was surrounded by people with specialized knowledge, so I watched videos introducing the area repeatedly to build up my knowledge of coral reefs in order to expand my imagination.

Even when deciding the shape of the artificial rocks to be placed in the aquarium, careful consideration of the creatures living in the tank is required. For example, if there are any depressions in the rocks, water will pool and plankton will grow, and if the tunnels are not large enough, the fish will get stuck. We also had to cover the acrylic seals to prevent the sea turtles from eating them, and it was a lot of work, with many unusual considerations, but working with creatures like this was a fresh experience for me, and I felt a sense of accomplishment in creating a place that would be seen by many people."

In this project, three companies - the major general contractor that construction the aquarium, the company that handled the equipment inside the aquarium, and NOMURA were stationed at the same site office. "We gained new realizations through collaboration," he said.

Inoue: "It was the first time that different companies had worked together in one office, and it was fun to see the process of the three of us working toward the same goal. As our relationships with each company gradually deepened, communication became more active, with things like, 'we'll be taking the lead on this part,' and the work progressed smoothly.

Also, by observing the work of each company from up close, I was able to see things I could learn from, such as how work was carried out, how the work was arranged, and how safety documents were compiled. It was a project that taught me a lot."

I was given the opportunity to learn about a wide range of jobs, which trained me and broadened my horizons

▲ Kyoto Railway Museum

Inoue's projects have expanded from displays to permanent facilities such as cultural facilities and corporate showrooms. At first glance, these may seem like different jobs, but in fact they have many things in common.

Inoue: "In the case of displays, where the construction period is only two or three days, we tend to simplify anything that can be simplified as much as possible, with an eye towards dismantling afterwards. However, the work procedures, such as starting with the ceiling, then moving on to the walls and floors, and the method of deploying personnel, are essentially the same for both displays and permanent facilities."

In 2015, he was put in charge of the new construction project for the Kyoto Railway Museum, and was responsible for the overall production management of the facility. He says he was particularly concerned with formulating safety standards in accordance with the railway company's rules.

Inoue: "It was a lot of work to look at the plans drawn up by the designers, work with the railway company to decide which rules to apply to which parts, and then reflect that in construction drawings. For example, we changed the color of the floor for the slope and landing of the ramp so that they would be immediately obvious, and we set the handrails in a set structure. We worked hard to ensure that we followed the client's detailed rules."

At that time, we gained new perspectives through our interactions with structural calculation experts.

Inoue: "For example, when designing buildings and structures, I was able to acquire a certain amount of knowledge, such as the fact that the foundation needs to be stronger than the upper part. By requesting structural calculations based on sketches drawn with that knowledge in mind, I was able to proceed with the work efficiently without having to go back and forth. Also, since many of the customers were railroad fans, it was also a lot of fun to pick up trivia on the spot, such as rare license plates for steam locomotives."

Reflecting on the projects he has been involved in, Inoue expressed his gratitude, saying, "My superiors gave me the opportunity to learn about a wide range of fields."

Inoue: "Whenever a job comes my way, I have to think, 'My past experience alone won't work, so I have to think of a new way to do it,' and through repeated trial and error, I'm trained and my horizons broadened. I'm still grateful to him for seeing that I'm not the type to keep doing the same thing over and over again."

He emphasizes that what has enabled him to continue working in production management is, above all, the sense of accomplishment he feels.

Inoue: "There are times when we have to get up early in the morning or work overtime, and we often struggle to get our partner companies to work efficiently on-site. But when we finish something we've worked on and see the happy faces of visitors, it makes me feel like 'Ah, that's great,' and all the hard work just melts away. It makes me want to work hard again on the next job."

"Lateral thinking of obsolete technology." Applying it to production management work to create new value

Inoue, who has experience in a variety of fields, says he sympathizes with the words of Gunpei Yokoi, also known as the "father of mobile games," who spoke of "lateral thinking of obsolete technology."

Inoue: "It means creating new value by applying existing technology in a different field. I think this way of thinking has something in common with our work.

If there is one way of doing things, looking at it from multiple angles, from the front, the back, and the sides, will lead to new solutions. I think this is something that is common to our work as production managers, where we consider any problem from various angles and think of possible solutions."

Turning his attention to his own career, Inoue hopes to continue down the path of production management.

Inoue: "As a production manager, I find it interesting to get various people, including partner companies, to work and to borrow their wisdom and knowledge to bring the project to completion. I would like to continue contributing to society through this work."

He also said that he would like to use his own experience to help train the next generation.

Inoue: "Just as my boss once trained me to do, I would like to create many opportunities to take on projects that require flexible thinking in order to succeed.

I want my juniors to cooperate with those around them even when it is difficult, and ultimately experience a sense of accomplishment. If you don't just do what you're told, but find and work on things at your own discretion, I think you'll naturally find the joy of work."

Finally, the appeal of NOMURA, Ltd. lies in the history and track record built up by its predecessors.

Inoue: "As our history and track record suggest, at NOMURA we have the opportunity to gain experience in a wide range of work, including large projects. There are many opportunities to connect your field of interest or what you want to do with your work. As long as you have the motivation, I believe the potential of each employee is limitless."

Inoue has been active in many fields, and from now on, he will pass on his know-how and the joys of his work to his juniors, making the future of his colleagues and the company even brighter.

*The information provided is current as of October 2024.