Enhancing productivity and optimizing the allocation of management resources through process innovation

「To improve productivity and reduce costs, the Company continued to implement various improvement measures, including equipment upgrades, adjustments and replacements and optimization of personnel shifts, thereby improving yield and reducing losses.」

「We advanced further productivity improvements and cost reductions at our own plants. As a result, the cost ratio improved, and the Group also managed to restrain selling, general and administrative expenses, resulting in profits exceeding expectations.」

「During the fiscal year under review, the Group adopted “Let’s go now! Ready! “Let’s attack!!”” as its group policy. To become a more profitable company, we pursued quality and sought to build a stronger profit-generating structure. Centering on production at the Group’s factories, which is also part of our growth strategy, we worked to maximize synergies between the food and food service businesses, develop products and expand sales channels.」

「In the food-service business, the Group continued opening new-format restaurants, primarily in the Kanto region, under its core “大阪王将” brand. It also promoted higher restaurant profitability through the use of its central kitchen in Hanyu, Saitama Prefecture, and the active introduction of the I-Robo cooking robot.」

「The Group introduced hybrid production lines for “大阪王将 羽根つき餃子” and “大阪王将 たれつき肉焼売” at the Kanto No. 3 Factory, supplementing the reduction in the number of production lines at the Kanto No. 1 Factory while promoting efficiency. As a result, annual production reached 37,867 tonnes, down 0.1% year on year, maintaining production at approximately the previous year’s level.」

「The Kanto No. 3 Factory, which began operating in January 2023, operated as planned. Despite the impact of a fire at the Kanto No. 1 Factory, annual production reached 38,000 tonnes, up 8.3% year on year, strengthening the production and supply structure. In March 2024, the hybrid production line for “大阪王将 羽根つき餃子” and “大阪王将 たれつき肉焼売” also began operating.」

「In the challenging environment of continued increases in raw material, logistics and energy costs, the Group worked to improve productivity and efficiency by utilising AI and IoT.」

「In the challenging environment of continued increases in raw material, logistics and energy costs, the Group worked to improve productivity and efficiency by utilising AI and IoT.」

「The Kanto No. 2 Plant operated stably, with annual production reaching 35,089 tonnes, up 6.3% from the previous fiscal year, enabling the Group to strengthen its production and supply capacity. In September 2022, the Kanto No. 3 Plant was also completed, and annual production is expected to increase by approximately 20%. Going forward, the Group will equip its plants with even safer, state-of-the-art facilities utilizing AI and robotics, reduce and streamline manual labor, and further raise the in-house production ratio for its own products.」

「At the production plants, which are the core of the Group's manufacturing operations, the Group worked to further improve productivity and efficiency, centered on the Kanto No. 2 Plant, as raw material, logistics and energy costs continued to rise.」

「The new production line at the Kanto No. 2 Factory, which began operating in January 2021, is now operational, strengthening the production and supply structure. Going forward, the Group will continue to equip its factories with highly advanced, safer facilities using AI and robotics technology, reducing and streamlining labour-intensive work and further increasing the in-house production ratio of its products.」

「Operating profit was ¥861 million, following efforts to improve the gross margin through higher productivity resulting from the introduction of state-of-the-art equipment on the new line at the Kanto No. 2 Plant, which began operations in January last year.」

「Operating profit was ¥588 million, following efforts to improve productivity through the introduction of state-of-the-art equipment on the new line at the Kanto No. 2 Plant, which began operations in January, and to improve the gross margin through the switch from OEM procurement to in-house production, among other measures.」

「Operating profit for the business was ¥320 million. This reflected efforts to improve productivity through the introduction of state-of-the-art equipment on the new line at the Kanto No. 2 Plant, which began operations in January, as well as efforts to improve the cost ratio by switching from OEM procurement to in-house production.」

「In the 44th fiscal year, the Company implemented the policy “Change, Toward the Next Stage: Pursuing Our Own Distinctive Quality” and will continue to pursue initiatives aimed at improving productivity in order to become a more profitable company.」

「In the consolidated fiscal year under review, the Group continued to pursue “Process Innovation” and “Improving Productivity per Labour Hour” as company policies, implementing them across the organisation.」

「Against this backdrop, the Group continued its efforts this fiscal year under the banners of “Process Innovation” and “Improving Productivity per Labour Hour,” including reviewing business processes, promoting the use of IT and optimising the allocation and deployment of management resources.」

「In the consolidated fiscal year under review, the ordinary profit margin on net sales was 2.6%, an increase of 0.4 percentage points year on year and 0.1 percentage points above plan.」

「Against this backdrop, the Group continued its initiatives to improve productivity and optimise the allocation and deployment of management resources under the slogan “Process Innovation.” In the food-service business, in addition to developing and introducing new formats and menu items, the Group improved work efficiency in kitchens to enhance the profitability and working conditions of each restaurant. In the food business, the Group worked to expand sales of its in-house-produced frozen food products through new product development, improvements to existing products and stronger promotional events at mass retailers, with the aim of improving operating efficiency across the Group through higher factory utilisation.」

「Against this backdrop, the Group continued its initiatives to improve productivity and optimise the allocation and deployment of management resources under the slogan “Process Innovation.” In the food-service business, in addition to developing and introducing new formats and menu items, the Group improved work efficiency in kitchens to enhance the profitability and working conditions of each restaurant. In the food business, the Group worked to expand sales of its core in-house-produced frozen food products by developing new products, improving existing products and strengthening sales events at mass retailers, with the aim of improving operating efficiency across the Group through higher factory utilisation.」

「Against this backdrop, the Group launched various initiatives under the banner of “Process Innovation” with the aim of improving productivity and optimising the allocation and deployment of management resources.」