**9. Conclusions**

**Administrator**

Visitor

**Table 13.**

**Table 14.**

**124**

*Opinions of the BOSS effect.*

*Opinions of participants.*

**Category Overview**

and experience).

supply and demand.

possible.

in the shelter for the first time.

information at the headquarters was significant.

*Natural Hazards - Impacts, Adjustments and Resilience*

look at two ahead and work based on the progress situation.

regular reports and quick support from the headquarters.

efficiently with the conductor looking ahead to a few hands.

consideration of priority and difficulty.

equipment purchases and expenditures to residents.

information that cause the waiting are eliminated.

• As the person in charge of the command confirms, the next work to be done is precise, and if there is a shortage or mistake in the work I did, it will be pointed out immediately and as a position to engage

• It is easy to understand because it is organized into a workflow, and the activities arc organized. Also, since the start and end can be discriminated by color, there is a little omission of what to do. • Because everyone sees one workflow, I felt that I could act with the same purpose. Also, I felt that the quickness and efficiency of contacting the headquarters increased, and that the collection of

• While confirming the overall flow chart, I gave work instructions, and if there was room, I could

• The instructions from the leader of the BOSS team were clear, I have followed them strictly, there

• The fact that the evacuation shelter's operation status is known at the headquarters, leads to a sense of security at both the headquarters and the evacuation shelter. It will lead to the simplification of

• When preparing for the shelter's opening, the BOSS team seemed to be conducting instructions

**Quality** • Q depends on (1) priority of work and (2) difficulty of work (necessity of qualification

**Cost** • C depends on (1) operations that require a large number of human resources, and (2)

**Delivery** • D depends on (1) process length, (2) stagnation between processes, and (3) gap between

• Based on this, we will provide the necessary support concerning the effective allocation of staff. Concerning the assignment of tasks to support staff from other local governments, a system will be created to secure and allocate human resources in

• It is a work that requires a large number of workers, such as the operation of shelters, management of supplies, emergency risk assessment of buildings, and building disaster investigation. The load analysis of the entire work is performed to determine the concentration and distribution of personnel. Secure financial resources for processing government expenditure (other than personal expenses). Or try to minimize spending. The evaluation of cost-effectiveness due to advanced measures is also related to this.

• To understand whether the work period ends in a short time frame or takes a long time frame to improve the bottleneck. For operations that require an extended period, such as restoration and reconstruction, building an organizational system based on this is

• For the waiting between processes, the difference between the end and the start of each process is discovered, and the shortage of personnel, materials/equipment, and

• The demand difference between supply and demand is that the need disappears due to the difference between the demand generation timing and the actual supply time point. It is the situation that supplies cannot be kept due to the changing needs of supplies.

was no confusion about what to do at the site, and a smooth setup was possible.

• The workflow of the evacuation shelter is chronological, so it is easy to grasp.

• The staff is older than the leader, but the leader gave appropriate instructions.

This study compared and verified the disaster response process management system BOSS activities, or without BOSS, the manual for evacuation shelter management operations under COVID-19. Two experiments were conducted to clarify the effects and issues of using the BOSS.

As a result, by utilizing the BOSS, the leader gave instructions to the members to clarify their roles. The members shared the work efficiently without duplication, waiting for instructions, and what to do next. The BOSS team had little waiting time (retention) without hesitation about what to do, there were few omissions of work, and many kinds of works were completed during the experiment time compared to the manual team. The leader's remarks were instructed and commanded for the members. It was also found that even young leaders who have no actual disaster response experience can take the minimum response by checking the BOSS workflow.

It was also found that it is necessary to include the minimum required functions in the BOSS. It was also found that it is necessary to devise ways to mechanically check important functions matters on the system, such as creating a checklist.

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

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2012.

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Institute (CESifo), Munich

om/ajw/articles/13652103

As a future issue, it is possible that omissions will occur if the BOSS is not entered as a workflow.
