Reducing Labor Requirements at Headquarters and Stores Through Aggressive IT Investment
First written in FY2018. 12 of 17 entries say "Advanced", first in FY2021. Latest entry: FY2026.
The Monogatari moved to the "Worse" side of this theme in 2019.
19 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In addition, to improve profitability, we continued investing in store DX, including implementing price revisions such as introducing urban pricing, developing a new high-speed express lane system and expanding the number of serving robots deployed.」
For store DX, the Company developed a new express service lane and expanded the number of food-delivery robots deployed, continuing profitability improvement initiatives together with price revisions. - FY2026-H1AdvancedAnnual report
「In addition, to improve profitability, we continued investing in store DX, including implementing price revisions such as introducing urban pricing, developing a new high-speed express lane system and expanding the number of serving robots deployed.」
For store digital transformation, the development of new express lanes and the increase in the number of serving robots deployed were identified as specific initiatives. - FY2025-H1AdvancedAnnual report
「To improve customer convenience and productivity, we are advancing the digital transformation of store operations by expanding the number of 『Yakiniku King』 stores with express lanes and developing an automatic guidance system, introducing self-checkout and touchscreens at 『Marugen Ramen』, and using multiple serving robots and renewing the reservation system at 『Sushi・Shabu-shabu Yuzuan』.」
Store digital transformation was made more specific through the expansion of express-lane installations, development of an automatic guidance system, self-checkout and touchscreens, multiple serving robots, and renewal of the reservation system. - FY2024AdvancedAnnual report
「In addition to introducing express lanes at 『Yakiniku King』 and self-checkout and touchscreens at 『Marugen Ramen』, we actively advanced the digital transformation of store operations, including through the active introduction of serving robots at 『Sushi・Shabu-shabu Yuzuan』.」
The scope of store digital transformation was expanded from Yakiniku King and Marugen Ramen to serving robots at Yuzuan, making the implementation results more specific. - FY2024-Q3AdvancedAnnual report
「In addition to introducing express lanes at 『Yakiniku King』, we are actively advancing the digital transformation of store operations through the introduction of self-checkout and touchscreens at 『Marugen Ramen』.」
For labor savings and smart operations at stores, the Company identified express lanes at 『Yakiniku King』 and self-checkout and touchscreens at 『Marugen Ramen』 as specific implementation targets. - FY2024-Q1AdvancedAnnual report
「In addition, we are advancing the digital transformation of store operations through the active introduction of express lanes at 『Yakiniku King』 and self-checkout and touchscreen ordering systems at 『Marugen Ramen』.」
The specific targets for the digital transformation of store operations were defined as express lanes at 『Yakiniku King』 and self-checkout and touchscreen ordering systems at 『Marugen Ramen』. - FY2023AdvancedAnnual report
「In addition, to address rising utility and personnel costs, we promoted IT adoption to improve and upgrade operations, including at head office, by optimizing store operating hours, controlling personnel costs through standardized employee work scheduling, expanding the number of stores equipped with automatic power control systems (demand control), using serving robots, and expanding self-checkout, touchscreen ordering systems and cashless payment services.」
The Company added standardized work scheduling, personnel cost controls, and expanded equipment and payment methods to its existing IT and labor-saving initiatives, making the means of improving operational efficiency more specific. - FY2023-Q3RestatedAnnual report
「In addition, to address rising utility and personnel costs, we are working to promote IT adoption to improve and upgrade operations, including at head office, while optimizing store operating hours, expanding the number of stores equipped with automatic power control systems (demand control), using serving robots, and expanding self-checkout, touchscreen ordering systems and cashless payment services.」
The Company continues to pursue labor savings and operational efficiency through demand control, serving robots, self-checkout, touchscreen ordering, cashless payments and IT adoption, including at head office. - FY2023-Q2AdvancedAnnual report
「In addition, to address rising utility and personnel costs, we are working to promote IT adoption to improve and upgrade operations, including at head office, while shortening store operating hours, expanding the number of stores equipped with automatic power control systems (demand control), using serving robots, and expanding self-checkout, touchscreen ordering systems and cashless payment services.」
Labor-saving and smart-operation initiatives have been made more specific through the expansion of demand control, serving robots, self-checkout, touchscreen ordering and cashless payments. - FY2023-Q1RestatedAnnual report
「To achieve medium- to long-term growth, we built a foundation by recruiting and developing human resources through education and training, promoting digitalization and strengthening our overseas business.」
The Company continues to promote IT adoption as a measure for building a foundation for growth, but no new specific implementation results are described. - FY2021AdvancedAnnual report
「『Yakiniku Karubi to Harami』 A yakiniku restaurant offering a carefully selected range of products at reasonable prices, centered on karubi and harami. Customers can enjoy authentic meat casually and to their satisfaction. We are also actively introducing user-friendly systems, including mobile ordering and self-checkout.」
For smartening and streamlining operations, the new 『Yakiniku Karubi to Harami』 format has introduced specific systems, including mobile ordering and self-checkout. - FY2020ReframedAnnual report
「⑥ Improving productivity through efficiency gains and cost reductions We will actively promote investment that improves operational efficiency, including measures to improve the profitability of existing stores and make store and head-office operations more efficient. We will also actively pursue cost reductions, including investment in new stores and maintenance costs.」
Reorganized and expanded the scope from conventional IT investment and labor-saving measures to productivity improvement initiatives, including smartening store and head-office operations, investment, and maintenance cost reductions. - FY2019ReframedAnnual report
「We will promote initiatives to improve productivity, including increased investment in physical and human resources to improve employee efficiency, workplace reform through a management review, and the recruitment of personnel with diverse values and expertise.」
The scope of the initiatives has expanded from labor-saving measures centered on IT tools to productivity improvements encompassing physical and human investment, management reviews, workplace reform, and workforce diversity. - FY2018First statedAnnual report
「We will actively invest in IT and use a range of IT tools to reduce labor requirements at headquarters and stores, thereby promoting higher labor productivity.」
This is the first explicit identification of investment in IT at headquarters and stores, labor-saving measures using IT tools, and higher labor productivity as key initiatives.