Labor savings and shorter wait times through the introduction of semi-self-service checkout registers
First written in FY2019-Q3. 10 of 12 entries say "Advanced", first in FY2020. Latest entry: FY2026.
0 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「We promoted the introduction of full self-checkout counters in anticipation of future labor shortages, as well as the use of digital signage to shorten ordering times at drive-throughs.」
Measures to reduce labor requirements and wait times were expanded to full self-checkout counters and digital signage, and a pilot project for an automated ordering system using AI voice recognition was launched. - 2026-05-15AdvancedRevision of earnings forecasts
「We will continue to strengthen our use of digital technology to improve the customer experience while reducing staffing requirements through advanced technologies.」
In addition to fully self-service checkout systems and digital signage, a demonstration test of an automated ordering system using AI voice recognition was launched as a labor-saving initiative. - FY2025-H1AdvancedAnnual report
「As another measure in anticipation of future labor shortages, we worked to introduce full self-checkout counters and shorten drive-through ordering times using digital signage.」
Labor-saving and productivity-enhancement measures were expanded beyond full self-checkout counters to shortening drive-through ordering times through the use of digital signage. - FY2024-Q1AdvancedAnnual report
「In anticipation of future labor shortages, we continued to promote the development of stores using IT technologies, including full self-checkout counters, soft-call systems and number display panels.」
We continued developing stores that use IT, including full self-checkout counters, soft-call systems and number display panels. - FY2023-Q3AdvancedAnnual report
「Looking ahead to future labor shortages, we will also promote the development of stores using IT technologies, including full self-checkout counters and one-touch call systems.」
In anticipation of labor shortages, initiatives were expanded to store operations using full self-checkout counters and one-touch call systems. - FY2023-Q1AdvancedAnnual report
「The company is strengthening digital customer touchpoints through online ordering, advance sales, digital gifts and customer management at individual stores, while providing new experiential value through features such as fully self-service checkouts.」
We expanded the self-checkout initiative to full self-checkout counters and are providing a new in-store experience by combining them with digital customer touchpoints. - FY2022-Q1AdvancedAnnual report
「In addition, in response to the impact of the COVID-19 pandemic, we worked to expand and promote delivery, online ordering, self-checkout and cashless payments, where demand had increased. By broadening the options available for customers' various use occasions, we improved convenience while also contributing to higher store productivity.」
Against a backdrop of rising demand, we promoted the introduction and expansion of self-checkout counters, linking them to greater convenience and store productivity. - FY2021-Q2AdvancedAnnual report
「We are promoting the introduction of self-checkout counters to address labor shortages. In addition, international card brands' contactless payment function became available from August as part of our cashless payment offering.」
Self-checkout counter installations continued to address labor shortages, and contactless tap-to-pay was also introduced. - FY2021-Q1AdvancedAnnual report
「We are promoting the introduction of self-checkout counters to address labor shortages, while use also expanded during the COVID-19 pandemic as customers sought to avoid contact with other people.」
Use of self-checkout counters expanded to address labor shortages and meet demand for contactless service during the pandemic. - FY2020AdvancedAnnual report
「To improve productivity, we are promoting the use of semi-self-checkout counters, which do not require customers and staff to exchange cash, as well as soft-call systems. We are also progressively expanding the number of stores introducing kiosk-type self-checkout counters.」
Store staff workloads were reduced through the use and expanded introduction of semi-self-checkout counters, soft-call systems and kiosk-type self-checkout counters. - FY2019RestatedAnnual report
「In addition, to place greater value on our points of contact with customers, we are introducing automatic change machines and semi-self-checkout counters and developing kitchen equipment to reduce the workload at stores.」
We continue to reduce labor requirements and store workloads through automatic change machines, semi-self-checkout counters and kitchen equipment. - FY2019-Q3First statedAnnual report
「During the third quarter of the current fiscal year, we introduced semi-self-checkout counters, where customers operate the checkout themselves, at 7 stores in Tokyo and Kansai. By using existing checkout equipment and adding a semi-self-checkout application and automatic change machines, we were able to keep implementation costs down. At urban stores, including those near train stations, the system reduces labor requirements and significantly increases checkout throughput during peak periods, helping to shorten customer wait times. We will continue developing and expanding the introduction of systems optimized for each store based on its circumstances.」
Semi-self-checkout counters were introduced at 7 stores in Tokyo and Kansai, reducing labor requirements and wait times while controlling costs through the use of existing equipment, semi-self-checkout applications and automatic change machines.