「エレベーター渋滞」を改善したリクルートの超アナログな方法 [その他の英語表現]
「エレベーター渋滞」を改善したリクルートの超アナログな方法
https://diamond.jp/articles/-/197985
を要約して英訳し、ネイティブにチェックしてもらいました。
毎朝のエレベーター渋滞を引き起こす原因をリクルートが研究したところ、
1. 同時に出勤
2. 各階に止まる
3. 最大積載量に満たない人数を載せて動いてしまう
のが主原因だったそうです。
1.を解消するのは難しいとのことで、2と3に関する実験と、解消すべく取った手段について
述べられていました。
・英訳のポイント
・「毎朝のエレベーター渋滞の問題の解決法」 solution to the daily morning problem of elevator congestion
・「同時に出勤する」 come to the office at the same time
・「ほとんどのエレベーターが、満員にならずに動く」 Most elevators are not full when they start.
・「実験」（科学的な実験、とまで言えないもの）trial
・「エレベーター業者に、システム変更の金額を尋ねた」 requested a quote from the elevator supplier for the system change
・「スペースを空けるように、人々に言う」 instruct people to step back to allow others to ride
・「これらの方法が従業員の間で広まる」 These measures become the norm with workers
・「収納スペースが狭いということ」 restricted storage space (smallではなく)
・「問題解決方法を、ウェブで掲載する（紹介する）」 describe their problem-solving approach on their website
(ネイティブチェック後）
Recruit's analog solution to the daily morning problem of "elevator congestion"
The General Affairs department of Recruit is looking at new revolutionary ways to improve the office environment. They are trying to help the company streamline their work, through data analysis, subsequent hypotheses and verification.
One of the improvements identified by the GA department was how to solve the daily morning problem of “elevator congestion”.
The problem in detail:
Every morning, in high-rise buildings, workers wait for elevators. They are fed up with the daily congestion, but continue to wait for a long time
The GA department prepared a hypothesis suggesting 3 reasons for elevator congestion:
1) Many workers come to the office at the same time.
2) Elevators stop at each floor in the morning. If they stop at limited floors, it will take less time.
3) Most elevators mare not full when they start. Most people are unwilling to ride in an elevator if they are the last person to enter. They are embarrassed to hear the beep sound indicating the elevator is full.
The GA department verified the hypothesis with data, and proved all 3 reasons are true.
The department subsequently considered how to eliminate these causes.
Solution the cause (1): Many workers come to the office at the same time
To solve the problem, the GA department requested employees stagger their working hours. However, this request has not been instilled into the employees.
The department therefore decided to tackle the problem by concentrating on causes (2) and (3).
Solution to cause (2): Elevators stop at each floor
To solve cause (2), the GA department tried to limit the number of stops.
They considered which of the following limited stop patterns would achieve the shortest waiting time:
(a) Stopping only at even or odd number floors, or
(b) Stopping only at higher or lower floors.
After conducting a trial, the GA department found that (a) achieves shorter time than (b) by 8 seconds.
Following the trial, the department requested a quote from the elevator supplier for the system change. The quotation received was for 5 million yen and the change would take 4 months. Thus, the department decided to take an analog route: just put an announcement on each elevator saying "only for even floors" and "only for odd floors".
As a result, the average waiting time is shortened from approx. 30 seconds to 20 seconds. The frequency where the waiting time is longer than 1 minute also decreases from 17% to 9%.
Solution to cause (3): Most elevators are not full when they start moving
Next, the GA department tackled cause (3). Many people hesitate to say to others, “please step back to make room for me to ride.” However, the GA department assumed that if they issued a statement, instructing people to step back to allow others to ride, then this would be successful.
As a result of the trial, the loading rate improves. The number of elevators with a loading rate of 70% or greater increases 1.5 times.
The GA department decided to take these two analog measures until they become the norm with workers.
Summary:
These miscellaneous and subtle annoyances in offices can sometimes increase stress among employees. Solving such problems will become one of the important responsibilities of the GA department in every company.
The GA department at Recruit has yet more problems to solve, such as: unavailability of meeting rooms; lack of free space where employees can communicate with each other; and restricted storage space. As soon as they solve these problems, they will describe their problem-solving approach on their website.
(私の英訳)
自信がない表現を大文字で書いて、見てもらいました。
Recruit's analog way to solve "elevator congestion" every morning
The General Affairs department in Recruit is trying to revolutionarily improve the office environment. They are trying to help the company streamline their work, through analyzing data, making hypothesis, and doing verifications.
As one of such improvement activities, the GA department tackled with how to solve the “elevator CONGESTION” problem every morning.
Problems in details:
In high-rise buildings, workers wait for elevators to come every morning. They are fed up with the everyday congestion, but many of them give up and wait for long.
The GA department members made a hypothesis that the elevator congestion occur for the
following 3 causes:
1) Many workers come to the office AT THE SAME TIME.
2) Elevators stop at each floor in the morning. If they stop at limited floors, it will take less time.
3) Most elevators start moving without being filled with PEOPLE. Most people do not ride in an elevator if they are the last person in the elevator. They are embarrassed to hear the beep sound indicating the elevator is full.
The GA department verified the hypotheses with data, and proved they are true.
Therefore, the department considered how to eliminate these causes.
Solution to the cause (1) Many workers come to the office AT THE SAME TIME
To solve the problem (1), the GA department requested employees to stagger their working hours. However, this request has not been instilled into the employees.
So, the department decided to tackle with the causes (2) and (3).
Solution to the cause (2) Elevators stop at each floor
To solve the cause (2), the GA department tried to limit the number of stops.
They thought about which of the following LIMITED STOPS FOR EACH ELEVATOR achieves shorter waiting time:
(a) even number floors or odd number floors or
(b) higher floors or lower floors.
As a result of experiment, the GA department found that (a) achieves shorter time than (b) by 8 seconds.
After the experiment, the department asked the elevator supplier about the cost of the system change. The supplier answered it would cost 5 million yen and take 4 months. Thus, the department took an analog measure: just put an announcement on each elevator saying "only for even floors" and "only for odd floors."
As a result, the average waiting time is shortened from approx. 30 seconds to 20 seconds. The frequency where the waiting time is longer than 1 minutes also increases from 17% to 9%.
Solution to the cause (3): Most elevators start moving without being filled with people
Next, the department tackled with the cause (3) Most elevators start moving without being filled with people.
Many people hesitate to say to others “Please step back to make room for me to ride.” However, the GA department assumed that if GA department says so, many people step back to make room.
As a result of the experiment, the loading rate improves. The number of elevators with the loading rate of 70% or greater increases 1.5 times.
The GA department decided to take these two analog measures until they are penetrated among workers.
Summary:
These miscellaneous and subtle annoyances in offices sometimes increase stress among employees. Solving such problems will become one of the important responsibilities of GA departments at every company.
The GA department at Recruit has yet more problems to solve, such as UNAVAILABILITY of meeting rooms, lack of free space where anyone can communicate with each other, and small storage space. Once they solve these problems, they will open how to solve the problems on their website.
https://diamond.jp/articles/-/197985
を要約して英訳し、ネイティブにチェックしてもらいました。
毎朝のエレベーター渋滞を引き起こす原因をリクルートが研究したところ、
1. 同時に出勤
2. 各階に止まる
3. 最大積載量に満たない人数を載せて動いてしまう
のが主原因だったそうです。
1.を解消するのは難しいとのことで、2と3に関する実験と、解消すべく取った手段について
述べられていました。
・英訳のポイント
・「毎朝のエレベーター渋滞の問題の解決法」 solution to the daily morning problem of elevator congestion
・「同時に出勤する」 come to the office at the same time
・「ほとんどのエレベーターが、満員にならずに動く」 Most elevators are not full when they start.
・「実験」（科学的な実験、とまで言えないもの）trial
・「エレベーター業者に、システム変更の金額を尋ねた」 requested a quote from the elevator supplier for the system change
・「スペースを空けるように、人々に言う」 instruct people to step back to allow others to ride
・「これらの方法が従業員の間で広まる」 These measures become the norm with workers
・「収納スペースが狭いということ」 restricted storage space (smallではなく)
・「問題解決方法を、ウェブで掲載する（紹介する）」 describe their problem-solving approach on their website
(ネイティブチェック後）
Recruit's analog solution to the daily morning problem of "elevator congestion"
The General Affairs department of Recruit is looking at new revolutionary ways to improve the office environment. They are trying to help the company streamline their work, through data analysis, subsequent hypotheses and verification.
One of the improvements identified by the GA department was how to solve the daily morning problem of “elevator congestion”.
The problem in detail:
Every morning, in high-rise buildings, workers wait for elevators. They are fed up with the daily congestion, but continue to wait for a long time
The GA department prepared a hypothesis suggesting 3 reasons for elevator congestion:
1) Many workers come to the office at the same time.
2) Elevators stop at each floor in the morning. If they stop at limited floors, it will take less time.
3) Most elevators mare not full when they start. Most people are unwilling to ride in an elevator if they are the last person to enter. They are embarrassed to hear the beep sound indicating the elevator is full.
The GA department verified the hypothesis with data, and proved all 3 reasons are true.
The department subsequently considered how to eliminate these causes.
Solution the cause (1): Many workers come to the office at the same time
To solve the problem, the GA department requested employees stagger their working hours. However, this request has not been instilled into the employees.
The department therefore decided to tackle the problem by concentrating on causes (2) and (3).
Solution to cause (2): Elevators stop at each floor
To solve cause (2), the GA department tried to limit the number of stops.
They considered which of the following limited stop patterns would achieve the shortest waiting time:
(a) Stopping only at even or odd number floors, or
(b) Stopping only at higher or lower floors.
After conducting a trial, the GA department found that (a) achieves shorter time than (b) by 8 seconds.
Following the trial, the department requested a quote from the elevator supplier for the system change. The quotation received was for 5 million yen and the change would take 4 months. Thus, the department decided to take an analog route: just put an announcement on each elevator saying "only for even floors" and "only for odd floors".
As a result, the average waiting time is shortened from approx. 30 seconds to 20 seconds. The frequency where the waiting time is longer than 1 minute also decreases from 17% to 9%.
Solution to cause (3): Most elevators are not full when they start moving
Next, the GA department tackled cause (3). Many people hesitate to say to others, “please step back to make room for me to ride.” However, the GA department assumed that if they issued a statement, instructing people to step back to allow others to ride, then this would be successful.
As a result of the trial, the loading rate improves. The number of elevators with a loading rate of 70% or greater increases 1.5 times.
The GA department decided to take these two analog measures until they become the norm with workers.
Summary:
These miscellaneous and subtle annoyances in offices can sometimes increase stress among employees. Solving such problems will become one of the important responsibilities of the GA department in every company.
The GA department at Recruit has yet more problems to solve, such as: unavailability of meeting rooms; lack of free space where employees can communicate with each other; and restricted storage space. As soon as they solve these problems, they will describe their problem-solving approach on their website.
(私の英訳)
自信がない表現を大文字で書いて、見てもらいました。
Recruit's analog way to solve "elevator congestion" every morning
The General Affairs department in Recruit is trying to revolutionarily improve the office environment. They are trying to help the company streamline their work, through analyzing data, making hypothesis, and doing verifications.
As one of such improvement activities, the GA department tackled with how to solve the “elevator CONGESTION” problem every morning.
Problems in details:
In high-rise buildings, workers wait for elevators to come every morning. They are fed up with the everyday congestion, but many of them give up and wait for long.
The GA department members made a hypothesis that the elevator congestion occur for the
following 3 causes:
1) Many workers come to the office AT THE SAME TIME.
2) Elevators stop at each floor in the morning. If they stop at limited floors, it will take less time.
3) Most elevators start moving without being filled with PEOPLE. Most people do not ride in an elevator if they are the last person in the elevator. They are embarrassed to hear the beep sound indicating the elevator is full.
The GA department verified the hypotheses with data, and proved they are true.
Therefore, the department considered how to eliminate these causes.
Solution to the cause (1) Many workers come to the office AT THE SAME TIME
To solve the problem (1), the GA department requested employees to stagger their working hours. However, this request has not been instilled into the employees.
So, the department decided to tackle with the causes (2) and (3).
Solution to the cause (2) Elevators stop at each floor
To solve the cause (2), the GA department tried to limit the number of stops.
They thought about which of the following LIMITED STOPS FOR EACH ELEVATOR achieves shorter waiting time:
(a) even number floors or odd number floors or
(b) higher floors or lower floors.
As a result of experiment, the GA department found that (a) achieves shorter time than (b) by 8 seconds.
After the experiment, the department asked the elevator supplier about the cost of the system change. The supplier answered it would cost 5 million yen and take 4 months. Thus, the department took an analog measure: just put an announcement on each elevator saying "only for even floors" and "only for odd floors."
As a result, the average waiting time is shortened from approx. 30 seconds to 20 seconds. The frequency where the waiting time is longer than 1 minutes also increases from 17% to 9%.
Solution to the cause (3): Most elevators start moving without being filled with people
Next, the department tackled with the cause (3) Most elevators start moving without being filled with people.
Many people hesitate to say to others “Please step back to make room for me to ride.” However, the GA department assumed that if GA department says so, many people step back to make room.
As a result of the experiment, the loading rate improves. The number of elevators with the loading rate of 70% or greater increases 1.5 times.
The GA department decided to take these two analog measures until they are penetrated among workers.
Summary:
These miscellaneous and subtle annoyances in offices sometimes increase stress among employees. Solving such problems will become one of the important responsibilities of GA departments at every company.
The GA department at Recruit has yet more problems to solve, such as UNAVAILABILITY of meeting rooms, lack of free space where anyone can communicate with each other, and small storage space. Once they solve these problems, they will open how to solve the problems on their website.
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