Solving 'Site Manager Dependence' as a Team: Sanyo Giken Reduces Employees with Over 40 Hours of Overtime by 82% Through Group-Based Site Management, Assistant System, and AI Implementation!
Sanyo Giken has achieved significant work style reform by implementing group-based site management, an assistant system, and AI utilization training. This led to an 82% reduction in employees working over 40 hours of overtime per month and a 41% reduction in average overtime, improving employees' quality of life and productivity.
📋 Article Processing Timeline
- 📰 Published: May 1, 2026 at 19:00
- 🔍 Collected: May 1, 2026 at 10:31
- 🤖 AI Analyzed: May 1, 2026 at 23:53 (13h 21m after Collected)
“Cannot take a break because there is a site,” “Cannot go home because the boss is still working”—Sanyo Giken has put an end to such industry “norms.”
In 2023, we embarked on a reform to redefine “long working hours,” once even considered a virtue, as “unprofessional.” To ensure this was more than just a slogan, we fundamentally rebuilt construction management and empowered our employees with cutting-edge AI technology. This fusion of “system” and “mindset” dramatically reduced monthly overtime exceeding 40 hours, creating an ideal model for local manufacturing and construction industries. This is not merely about reducing working hours but a record of Sanyo Giken’s battle to reclaim the “quality of life” for each and every employee.
Breaking Away from “Individual Shop” Site Management to Group Management
Previously, the construction management department, where one person bore the entire responsibility for a site, was where overtime was most chronic. We fundamentally transformed this structure where “one person bears it all.”
Transition to a “Group System”: Site managers are operated not as individual “points” but as a team (group). By managing projects in group units, mixing veterans and young employees, the concentration of responsibility and tasks on specific individuals was eliminated.
Equalization of Skills and Burden: While sharing the know-how of veterans within the group, leaders constantly controlled the workload to prevent tasks from being concentrated on young employees. This reduced the time spent worrying alone and established a system where the team could make immediate decisions.
“No Sacred Cows” Division of Labor with Assistant Staff
Discarding the past where “the concept of an assistant itself did not exist,” we established a dedicated support system that completely separates administrative tasks from site managers.
Specialization of Administrative Tasks: “Assistant staff” were newly assigned to handle document creation, photo organization, and communication. This created an environment where site managers could concentrate on their original specialized tasks.
Sense of Security with “Someone Always Providing Support”: Even while the site is active, administrative staff provide backup, establishing a support system that allows site managers to complete their work smoothly without feeling isolated.
Introduction of AI Training: Creating “Employee Time” Through Efficiency
Further accelerating the reform is the “AI Utilization Training” introduced with AI consultants.
AI Not for “Reducing People” but for “Creating Time”: The purpose of introducing AI is not to reduce staff but to create “room” for employees to dedicate to creative work, rest, and time with family by entrusting routine tasks to AI.
By enhancing IT literacy, the difficulty of tasks itself was lowered, evolving into a “self-reliant organization” where anyone can achieve high performance.
Mindset Reform: “Not Working Overtime” Becomes the New Virtue
Along with the introduction of systems, the internal “atmosphere” was transformed.
Culture Where “Leaving Before the Boss” is Normal: The old custom of “feeling reluctant to leave because the boss is still working” was abolished. Supervisors themselves proactively leave work, and a policy was clearly stated to evaluate subordinates who finish work efficiently and leave early as “smart and capable professionals.”
Mindset That Overtime is “Unprofessional”: Instead of justifying long working hours with sheer willpower, the value that “ingenuity to finish within working hours” is the mark of a professional was instilled.
Work Style Reform in Numbers
These measures have borne fruit, achieving the following results when comparing January-March 2023 and January-March 2026.
Number of employees with over 40 hours of overtime per month: 82% reduction achieved.
Average overtime hours: 41% reduction achieved.
Improved site productivity: The team system improved the speed of responding to sudden troubles, contributing to overall project schedule adherence and efficiency.
Message and Future Outlook
Changing “Work” from Okayama
Sanyo Giken’s challenge has just begun.
“I love this job. And my life is just as important.” To increase the number of employees who can proudly say this. From Okayama, we will update the standards of “work style.” Sanyo Giken will continue to challenge “work style reform” without being bound by conventional wisdom.
Contact Information for this Matter
Sanyo Giken Co., Ltd.
Head Office: 4-8-1 Aoe, Kita-ku, Okayama City
General Affairs Department: Nagaraku
TEL: 086-231-0248
In 2023, we embarked on a reform to redefine “long working hours,” once even considered a virtue, as “unprofessional.” To ensure this was more than just a slogan, we fundamentally rebuilt construction management and empowered our employees with cutting-edge AI technology. This fusion of “system” and “mindset” dramatically reduced monthly overtime exceeding 40 hours, creating an ideal model for local manufacturing and construction industries. This is not merely about reducing working hours but a record of Sanyo Giken’s battle to reclaim the “quality of life” for each and every employee.
Breaking Away from “Individual Shop” Site Management to Group Management
Previously, the construction management department, where one person bore the entire responsibility for a site, was where overtime was most chronic. We fundamentally transformed this structure where “one person bears it all.”
Transition to a “Group System”: Site managers are operated not as individual “points” but as a team (group). By managing projects in group units, mixing veterans and young employees, the concentration of responsibility and tasks on specific individuals was eliminated.
Equalization of Skills and Burden: While sharing the know-how of veterans within the group, leaders constantly controlled the workload to prevent tasks from being concentrated on young employees. This reduced the time spent worrying alone and established a system where the team could make immediate decisions.
“No Sacred Cows” Division of Labor with Assistant Staff
Discarding the past where “the concept of an assistant itself did not exist,” we established a dedicated support system that completely separates administrative tasks from site managers.
Specialization of Administrative Tasks: “Assistant staff” were newly assigned to handle document creation, photo organization, and communication. This created an environment where site managers could concentrate on their original specialized tasks.
Sense of Security with “Someone Always Providing Support”: Even while the site is active, administrative staff provide backup, establishing a support system that allows site managers to complete their work smoothly without feeling isolated.
Introduction of AI Training: Creating “Employee Time” Through Efficiency
Further accelerating the reform is the “AI Utilization Training” introduced with AI consultants.
AI Not for “Reducing People” but for “Creating Time”: The purpose of introducing AI is not to reduce staff but to create “room” for employees to dedicate to creative work, rest, and time with family by entrusting routine tasks to AI.
By enhancing IT literacy, the difficulty of tasks itself was lowered, evolving into a “self-reliant organization” where anyone can achieve high performance.
Mindset Reform: “Not Working Overtime” Becomes the New Virtue
Along with the introduction of systems, the internal “atmosphere” was transformed.
Culture Where “Leaving Before the Boss” is Normal: The old custom of “feeling reluctant to leave because the boss is still working” was abolished. Supervisors themselves proactively leave work, and a policy was clearly stated to evaluate subordinates who finish work efficiently and leave early as “smart and capable professionals.”
Mindset That Overtime is “Unprofessional”: Instead of justifying long working hours with sheer willpower, the value that “ingenuity to finish within working hours” is the mark of a professional was instilled.
Work Style Reform in Numbers
These measures have borne fruit, achieving the following results when comparing January-March 2023 and January-March 2026.
Number of employees with over 40 hours of overtime per month: 82% reduction achieved.
Average overtime hours: 41% reduction achieved.
Improved site productivity: The team system improved the speed of responding to sudden troubles, contributing to overall project schedule adherence and efficiency.
Message and Future Outlook
Changing “Work” from Okayama
Sanyo Giken’s challenge has just begun.
“I love this job. And my life is just as important.” To increase the number of employees who can proudly say this. From Okayama, we will update the standards of “work style.” Sanyo Giken will continue to challenge “work style reform” without being bound by conventional wisdom.
Contact Information for this Matter
Sanyo Giken Co., Ltd.
Head Office: 4-8-1 Aoe, Kita-ku, Okayama City
General Affairs Department: Nagaraku
TEL: 086-231-0248