Mogic considers

A Safety Net of Margins

From all over the company, I hear "make room for more space," "think about the extra power," and "make room for more room.

Of course, in terms of mental health, spaciousness is a good thing.

We can prepare well and proceed slowly.

By having more space, we can work in our own way.

What an idealistic view, but essentially derived from realistic coping.

Why create margins? What if it is not just for the workers?

The answer is to correct the organization's operations autonomously and automatically.

We use Parkinson's Law as the theoretical foundation for this.

Let's start with the famous law proposed by a British political scientist

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Parkinson's Law
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Originally, the law was the result of a bird's-eye view of the British bureaucracy, showing how bureaucrats create jobs and conduct administrative operations for their own mutual benefit, hiring new subordinates to match, and how the more budget they get, the more they grow.

Parkinson's law, in a nutshell, can explain, for example, that the number of officials continues to grow independent of the amount of work they do.

The specific laws are

First Law.
The amount of work expands until all the time given for completion is met

Second Law.
The amount of expenditure expands until it reaches the amount of income

It consists of the above two components.

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Simply put, "If you leave it alone, the more you have, the more you will use.

I will try to modify Parkinson's Law a little more according to the company's business.

First Law.
In an individual, the amount of work expands until all working hours are met.

The Second Law
In a company, the budgeted expense amount expands until it reaches the budgeted sales amount.

The expected solution derived from this first rule is

The probability of overtime increases as the workload increases.
As long as there are working hours, there is no review of work that really doesn't need to be done anymore.

in Tokyo

The expected solution derived from the second law is

Even if sales are not achieved, expenses will be added as planned.
As long as there is money on hand, there is no need to reevaluate work that does not really need to be done.

in Tokyo

If you think these unintentional expansions are dangerous, it is best to limit them before they fill up and overflow.

If the current vessel overflows, then deliberately prepare a slightly smaller vessel.

The smaller vessel fills first, which can sound the alarm.

If there is time for a regular vessel to fill up, it is easier to take action.

In terms of personal household finances, it is similar to the "method of accumulating deposits by deducting money right after payday.

The salary after the deductions, i.e., the small vessel, is used to make ends meet for the month.

As long as we can do it in a small vessel, we can consider it to be working.

If it spills out of a small bowl, you know something is wrong.

If it is unavoidable because of a sudden emergency, there are ways to use the extra funds that have been accumulated.

In terms of personal work, if you plan your schedule with "extra energy" in mind at the beginning, someone will notice before you use up all your energy.

If it's company money, you can "spare" it in advance so you can quit the work you don't need before you run out of money.

Yes, margins are not just for a laid-back atmosphere or a change in work style.

From a management perspective, it is a device that sets up a safety net, and moreover, it is the starting point for an autonomous and automatic correction by the network of organizations.