Internal Workload Management System "XDB" Pilot Experiment Begins with One-Button Operation

OM Network Co., Ltd. (hereinafter referred to as "the Company") has completed the implementation of management functions (workload management for program developers) for its independently developed internal system "XDB," which has been under development behind the scenes since the winter of 2025, with an eye toward future external sales.

In conjunction with this, we are pleased to announce that a pilot experiment aimed at improving the productivity and operational efficiency of the entire organization will officially commence on June 1, 2026 (Monday).

This project will completely unify the disparate workload management methods that were previously handled separately by each department and individual. Furthermore, we have achieved a groundbreaking workflow that simultaneously solves the "input effort" and "aggregation complexity" issues that were major challenges with conventional systems and manual management. We will report on pinpoint practical techniques that visualize accurate data while reducing the burden on the field, addressing organizational management challenges that could otherwise lead to excessive workload or overlooked costs.

How to Tackle the "Free Input Wall"? Behind the Scenes of Business Black Boxes and Input Loss

In the past, employee performance management within our company lacked a unified format, with management methods differing by department or being left to individual discretion. To enhance company-wide productivity and ensure appropriate resource allocation, it was essential to establish an environment where everyone could accurately record their achievements without hesitation. The Company prioritized "reducing the burden on the field and advancing business visualization with speed," leading to the decision to launch a new project using the internal system "XDB" from the winter of 2025.

However, significant hurdles stood in the way of actual implementation.

Challenges Faced by the Field and the Four Key Points of "XDB" That Broke Through Them

1. The Pressure of "Unsummable Work" Due to Manual Free Input

Since the method of inputting achievements was "each individual freely manually entering what they did," variations in notation and granularity of recorded content became inconsistent, making it impossible to accurately aggregate and analyze how much time was spent on each task for the entire company or per project.

2. The Burden on the Field: Consuming "1.5 Hours Per Month" Solely for Achievement Input

The task of recalling "what one did" each day from scratch and manually verbalizing and inputting it was a significant pressure and chore for field staff. As a result, approximately 1 to 1.5 hours per employee per month was consumed purely by the "achievement input task."

3. Managers Grasp the Situation at "One Button" Speed

Workload calculations, which previously took managers a vast amount of time using Excel, can now be automatically aggregated instantly by simply "pressing one aggregation button" within the system.

This has proven the company's high infrastructure building capabilities and productivity improvements through systematization.

Maximizing Know-How Gained from the Plan Since Winter 2025

The background that enabled us to confidently shape the unification of performance management, a long-standing issue, into reality lies in the extensive preparation period since winter 2025, where we meticulously planned and thoroughly interviewed each internal department to understand "what is becoming an input bottleneck."

By scrutinizing past disparate management methods and accumulating know-how on "how to enable input with minimal stress for the field" in terms of UI/UX, we have been able to socially implement (deploy) the system smoothly and at high speed, even for the high-load mission of company-wide operation.

[Comments from Field Staff and Developers]
"Previously, I had to manually input my work every day starting from a blank slate, thinking 'What did I do today...?' The input process itself was tedious and painful. However, now that my work items are pre-set and I only need to 'enter numbers,' I am completely freed from the stress of input."

Future Outlook: Further Operational Automation Through "Complete Business" Visualization

Based on the results of this verification, the Company will visualize not only the workload directly related to projects but also the time spent on "indirect tasks" such as meetings outside of projects, daily administrative work, recruitment interviews, and internal events.

Additionally, there have been many requests to track actual time spent on tasks scheduled in R-Shift, but implementation has been hindered by concerns about the ability to complete input. This pilot experiment is expected to expand the scope of R-Shift's functional implementation.

[Company Overview]
Company Name: OM Network Co., Ltd.
Location: Chuo-ku, Niigata City, Niigata Prefecture
Representative Director: Shinya Yamagishi
Business Activities: Business system development, Shift management system "R-Shift"
Provided Web: https://www.omnetwork.co.jp/
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