**5.2 Waiting time**

Next, analyze the waiting time. **Figure 7** shows each team's waiting time. **Figure 7(a)** shows the manual team waiting time, and **Figure 7(b)** shows the BOSS team waiting time.

Two members observed the waiting time in the manual team due to waiting for the leader's instructions. On the other hand, since the leader responded while instructing each member of the BOSS team, there was almost no waiting time. Although Mr. C's waiting time was observed, he has completed all the instructed work and is waiting for other members' work to be completed.

Comparing the two teams shows that the manual team has a long waiting time than the BOSS team. The manual team did not receive any instructions from the leader and thought about what kind of action to take in each case centered on the leader. So, since there was no instruction, a waiting time occurred. Also, regarding the three members' actions, there was a tendency to simultaneously perform the same work, and no clear division of roles was observed. On the other hand, the BOSS team leader gave instructions to the members while confirming the workflow of the BOSS, and the members reported to the leader when the instructed work was over and received the next instruction. Since the leader instructed the work while checking the BOSS, the leader did not hesitate to wonder which work to carry out.

"response work (simple work), contact/confirmation (meeting), and BOSS operation." As a result, the number of tasks performed by the leader is the same as the number of tasks performed by Mr. C, but the number of tasks for simple tasks is the smallest. This result indicates that the leader mainly acted on instructing the members, and the members were performing the instructed work. The leader also operated the BOSS alone, shared the BOSS screen with the members, and managed the progress while telling the members the current position in the overall workflow.

*(a) Number of works performed by 3 people in the manual team. (b) Number of works performed by 3 people*

*Disaster Management Process Approach: Case Study by BOSS for Disaster Response under…*

The manual team was observed to have three members doing the same work simultaneously, but here, this research analyzes to what extent multiple people

**Figure 9(a)** shows the working time by the number of manual team members. The "1, 2, 3," on the horizontal axis means the number of people who simultaneously worked on the same task. According to this, the total number of working time by one person and the total number of working time by two persons are almost identical. The number of contacts/confirmations is more significant in the tasks performed by two people than in the tasks performed by one person. Besides, the

*(a) Working time by the number of the manual team. (b) Working time by the number of the BOSS team.*

**5.4 Number of works by number of people**

*DOI: http://dx.doi.org/10.5772/intechopen.94954*

time for simple work by two or three people is significant.

were doing the same work.

**Figure 8.**

**Figure 9.**

**111**

*in the BOSS team.*

#### **5.3 Number of works**

When comparing the manual team and the BOSS team, the manual team members performed the same work with all three members without explicit instructions from the leader, so the manual team worked more than the BOSS team. Therefore, here, the number of works was focused on and compared.

**Figure 8(a)** shows the number of works performed by three manual team members. Here, the work was classified as "response work (simple work), contact/ confirmation, and see manual." The works are directly related to the evacuation center establishment; contact/confirmation is contact with the ward headquarter. This result refers to sharing information and confirming the content of work.

Among the three members, the number of work done by the leader was the largest. The reason is that the leader carries out the response work by himself. It was also seen that three members were doing the same work simultaneously by multiple members.

**Figure 8(b)** shows the number of works performed by the three members of the BOSS teams. Like the manual team, the work was categorized into three types:

*Disaster Management Process Approach: Case Study by BOSS for Disaster Response under… DOI: http://dx.doi.org/10.5772/intechopen.94954*

#### **Figure 8.**

**5.2 Waiting time**

team waiting time.

**5.3 Number of works**

members.

**Figure 7.**

**110**

Next, analyze the waiting time. **Figure 7** shows each team's waiting time. **Figure 7(a)** shows the manual team waiting time, and **Figure 7(b)** shows the BOSS

the leader's instructions. On the other hand, since the leader responded while instructing each member of the BOSS team, there was almost no waiting time. Although Mr. C's waiting time was observed, he has completed all the instructed

work and is waiting for other members' work to be completed.

*Natural Hazards - Impacts, Adjustments and Resilience*

here, the number of works was focused on and compared.

Two members observed the waiting time in the manual team due to waiting for

Comparing the two teams shows that the manual team has a long waiting time than the BOSS team. The manual team did not receive any instructions from the leader and thought about what kind of action to take in each case centered on the leader. So, since there was no instruction, a waiting time occurred. Also, regarding the three members' actions, there was a tendency to simultaneously perform the same work, and no clear division of roles was observed. On the other hand, the BOSS team leader gave instructions to the members while confirming the workflow of the BOSS, and the members reported to the leader when the instructed work was over and received the next instruction. Since the leader instructed the work while checking the BOSS, the leader did not hesitate to wonder which work to carry out.

When comparing the manual team and the BOSS team, the manual team members performed the same work with all three members without explicit instructions from the leader, so the manual team worked more than the BOSS team. Therefore,

**Figure 8(b)** shows the number of works performed by the three members of the

BOSS teams. Like the manual team, the work was categorized into three types:

*(a) Manual team waiting time (unit:Minute). (b) Boss team waiting time (unit:Minute).*

**Figure 8(a)** shows the number of works performed by three manual team members. Here, the work was classified as "response work (simple work), contact/ confirmation, and see manual." The works are directly related to the evacuation center establishment; contact/confirmation is contact with the ward headquarter. This result refers to sharing information and confirming the content of work. Among the three members, the number of work done by the leader was the largest. The reason is that the leader carries out the response work by himself. It was also seen that three members were doing the same work simultaneously by multiple *(a) Number of works performed by 3 people in the manual team. (b) Number of works performed by 3 people in the BOSS team.*

"response work (simple work), contact/confirmation (meeting), and BOSS operation." As a result, the number of tasks performed by the leader is the same as the number of tasks performed by Mr. C, but the number of tasks for simple tasks is the smallest. This result indicates that the leader mainly acted on instructing the members, and the members were performing the instructed work. The leader also operated the BOSS alone, shared the BOSS screen with the members, and managed the progress while telling the members the current position in the overall workflow.
